Tom Roach, BBH London’s Head of Effectiveness, discusses the importance of difference in business, marketing and creativity, and shares some key data to help you avoid drowning in the ‘sea of sameness’.
Strategic Planning & the Importance of Consumer insightsKaren Saba
A high level presentation shedding light on what Strategic Planners really do at creative agencies and the importance of consumer insights in the world of planning. It is an interactive presentation with a 'Guess the insight' section at the end.
Please feel free to download, improve, and share the credits.
How Brands Grow : A summary of Byron Sharp's book on what marketers don't knowAmie Weller
Byron Sharp is a marketing professor who challenges traditional marketing theories in his book "How Brands Grow". Through rigorous scientific analysis, he developed three new marketing laws and simplified brand growth down to seven rules. The most important thing for growing a brand is availability - making the brand mentally and physically available to consumers when they are shopping. Brands should focus on developing distinctive assets that make the brand memorable, rather than differentiating themselves or focusing on loyalty programs. An "always on" marketing strategy of continuously reaching all potential customers is more effective for growth than short-term bursts of advertising or price promotions.
This is the presentation that I gave to the Young Planners at Cannes 2014. The data herein is taken from survey distributed through @cheiluk, @yellif and @cr
This document discusses the concept of disruption in marketing. Disruption involves radically new ideas that help brands reach their vision faster, as opposed to convention which involves doing the same things repeatedly. The document provides examples of disruptive strategies used by companies like Apple, Adidas, Vinamilk and Best Carings that helped make their brands more inspiring and successful. These strategies established emotional connections with customers rather than just focusing on product features or promotions.
Brands that invest in building their brand equity through long-term brand-building activities see significantly greater returns than those who focus only on short-term activations. Strong brands generate substantially higher sales volumes, command price premiums, and are more likely to grow their market share than weaker brands. Studies show that 60% of a company's marketing budget should be dedicated to brand-building and 40% to activations, and that brand-building investments have financial returns over periods of 6 months or more.
A Planner's Playbook - Everything I learned about planning at Miami Ad School...Sytse Kooistra
After being in advertising for 4 years, I needed some new guidance and inspiration as a strategist. And that is exactly what I found: I spent the summer of 2013 with 17 other (soon to be) planners from all over the world attending the Account Planning Bootcamp at Miami Ad School New York.
Thanks to the 38 industry heroes and instructors that shared their knowledge and coached us in those 3 months, I learned more than I ever could imagine about planning.
'A Planner's Playbook' is my attempt to summarize all that wisdom in 30 short nuggets (or plays, to stick with the metaphor of a playbook) and share it with you. I left out all the difficult frameworks and models and kept in simple by just stating, in my opinion (and in that of my instructors), what a planner should be and do.
Enjoy reading.
50 planners to watch in 2014 - The Planning SalonJulian Cole
This document lists 50 planners to watch in 2014 according to The Planning Salon. It provides a brief 1-2 sentence description of each planner's background, experience, and current role. The planners are listed alphabetically and come from agencies around the world, including Cummins Ross, Spring Studios, BBH, Big Spaceship, Work Club, Undercurrent, Droga5, K-Hole, Zeus Jones, CP+B, Motorola, PHD, AKQA, Nike, Mother, Carat, VML, W+K Shanghai, Ogilvy, Tribal DDB, Butler Shine, Converse, Zulu Alpha Kilo, S&F, Publicis, Berghs
This is a fantastic presentation from Marty Neumeier from his book Zag. If you are short of time skip to slides 63 - 68 to see the evolution from marketing to branding. Love it.
Jonathan Lee, Managing Director, Brand Strategy, and Ken Allard, Managing Director, Business Strategy at HUGE, gave this presentation at "Ambidexterity 2," the VCU Brandcenter's Executive Education program for account planning on June 24th at the VCU Brandcenter in Richmond, VA.
The document discusses how to approach big ideas in today's digital world. It advocates defining the creative brief, big idea, and engagement strategy in a more participatory way that considers how technologies and culture have changed. Specifically, it recommends:
1) Fueling the brief by understanding real problems and how audiences participate rather than just saying things at people.
2) Defining ideas as platforms that live on and are generous, multifaceted, responsive, and propagated rather than just TV campaigns.
3) Awesifying ideas by building ecosystems and engagement strategies tailored to cultural behaviors on channels like social networks, rather than just disrupting them.
4) Using the RISE framework to recruit,
We’ve been drawing on Byron Sharp’s work at the Ehrenberg-Bass Institute to help explain how brands can grow to become market leaders. Let's break down the difference between differentiation and distinctiveness, and which of the two unlocks the potential for true brand innovation.
1. The document discusses the concept of "Disruption®" which refers to surprising the market in a positively different way to achieve a shared vision and accelerate business growth by breaking conventions.
2. It emphasizes that incremental improvements will only lead to incremental results, while disruption aims for a 10x breakthrough in areas like marketing, products/services, and business models.
3. The key takeaways are to make people the differentiator, create and nurture a unique culture, and find real problems to solve to create real value for customers.
This is an excerpt from the book ZAG: The #1 Strategy of High-Performance Brands by Marty Neumeier
Build your brand from the inside out. www.neutronllc.com
The document is a presentation on creative planning given by Leon Phang at Miami Ad School. It discusses how creative planning is important to combine creativity and strategy. Phang believes the key is to be both creatively inspiring and relevant/differentiating. The rest of the presentation will cover the "creative domain" and tools for filling it. Strategic planning is important to get the basics right and avoid teams getting lost in the process without proper planning.
This is the second session (Sep 8) of our Free Open Advanced Branding Masterclass at www.mootee.typepad.com. Pls rememebr no books are needed. We will forward additional reading material for all registered participants.
This document discusses developing a brand strategy and summarizes key points in brand positioning, identity, and image. It explains that brand identity is how a brand strategist wants a brand to be perceived, while brand image is how a brand is currently perceived by customers. Brand positioning communicates part of the brand identity to target segments. The document emphasizes translating a brand promise into a customer experience strategy and vision so employees can deliver the brand as intended. It questions how to map customer engagement opportunities to the brand vision and measure progress through key metrics.
This document discusses how the speed of business has increased dramatically due to factors like Moore's Law and the internet. This has led to greater marketplace clutter from too many products, features, advertisements, messages, and media channels. Companies initially try to combat this clutter with more clutter through things like additional features or advertisements. However, this usually backfires. Due to the clutter, the human mind blocks out most information and only processes a small amount. As a result, brand-to-brand competition has shifted from competing on things like resources or capital to competing to have one's brand stand out and be remembered in the cluttered marketplace.
The document discusses the art and science of gaining insights. It outlines a 4-step process for insighting: 1) observe, 2) reframe, 3) validate, and 4) refine. The process involves looking at things from different perspectives, asking why, making new connections, and embracing creative chaos. It provides examples of insights that led to successful branding, advertising, and innovations. It emphasizes that insights are most powerful when they touch people emotionally and are simply and clearly expressed.
The document discusses the concept of a "brand bubble" where business speculation and market valuations of brands far exceed how consumers actually perceive and value brands. The author cites research from their BrandAsset Valuator surveys of over 35,000 brands that shows brand awareness, quality, and trust have significantly declined in recent years despite rising brand values in the market. If this disconnect continues, it could represent over $4 trillion in overstated brand values and assets, potentially bursting another economic bubble larger than the housing or tech bubbles.
Bruce Jeffers ::: Product Placement -- State of the Research, Annotated Bibli...Bruce Jeffers
Preliminary White Paper / Annotated Bibliography for a research question in the Advertising field.
This research begins to explore if product placement of automobiles specifically with the protagonist affects consumer behaviors or purchase intents. This topic was further developed throughout the course of the Spring 2008 semester in a graduate-level Advertising Theories course.
by Bruce Jeffers, copyright 2008 via The University of Texas at Austin.
Always wondered what the effects of a promotional product is? Wondered which item is best to buy and has the best ROI?
Read this article and if you have any questions, email me
A Study on Brand Resonance of Yamaha at AMS Motors Puducherryijtsrd
Brand resonance is an important concept for marketers to develop a long term relationship with consumers through their brand and brand loyalty, brand attachment, brand community and brand engagement are the four factors which strongly builds brand resonance. The object of the study is to find the most influencing factors of brand resonance for Yamaha and to find the significant association between brand resonance and income level of the consumers and to find the significant difference between brand resonance and age wise classification of the consumers. This study has a total population of 100 and the sample size is 80, and it used simple random sampling. Through questionnaire, primary data was collected and by referring books, journals and company records, secondary data was collected. This study used various statistical tools like chi square test and ANOVA to arrive a meaningful conclusion. This study is conclude that, there is no significant association between brand resonance and income level of the respondents and there is no significant difference between brand resonance and age wise classification of the respondents and the most influencing factor of brand resonance is brand community. Ruth. H | Nirmala. G "A Study on Brand Resonance of Yamaha at AMS Motors Puducherry" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-6 , October 2019, URL: https://www.ijtsrd.com/papers/ijtsrd29127.pdf Paper URL: https://www.ijtsrd.com/management/marketing/29127/a-study-on-brand-resonance-of-yamaha-at-ams-motors-puducherry/ruth-h
Brand placement in movies can positively or negatively impact consumer response to the brand. This study investigated how the fit between a brand and the movie it is placed in (brand-event fit) as well as whether the movie is a national (Indian) or international (American) production impacts brand evaluation. The results showed that brands placed in Indian movies and brands with a higher fit to the movie context had more positive consumer brand evaluations and purchase intentions.
Return on sharing quanitfying the monetary value of social sharing- finalAileen Cahill
This groundbreaking study quantifies the monetary value of social sharing. Across three categories, media and types of relationships we're able to determine that an excellent share is worth +9%.
Return on sharing quanitfying the monetary value of social sharingAileen Cahill
The document analyzes the monetary value of social sharing and recommendations. It finds that excellent recommendations can increase purchase intent by 9.5% and allow manufacturers to charge more. Conversely, bad recommendations decrease purchase incidence by 11%. This value translates to thousands of extra dollars in revenue per vehicle or small increases in revenue for other products. The document also finds that online recommendations have as much influence as in-person recommendations, and recommendations in general outweigh brand and price factors in consumer decision making.
Research Quantifies the Monetary Value of an Online Share.
Study Shows Content Shared Online Can Influence Consumers More than Price and Brand and Motivate People to Spend 9.5 Percent More
DOI 10.2501JAR-52-3-339-345 September 2012 JOURNAL OF ADVERT.docxjacksnathalie
DOI: 10.2501/JAR-52-3-339-345 September 2012 JOURNAL OF ADVERTISING RESEARCH 339
INTRODUCTION
The current research program quantifies the syn-
ergy of the three strongest drivers of positive
brand-purchase change:
pricing,
in-store display, and
television advertising.
The study focused on heavily advertised consumer
packaged goods (CPG) brands that averaged
upward of $20 million in television advertising
within the categories of toothpaste, yogurt, and
cereal.
The report summarizes the findings of the first
six case studies across six brands with varied mixes
of television, price promotion, featured items in a
retail circular, and in-store display. It provides
marketers with examples of findings from this
single-source, household-level methodology.
Two critical findings:
Within the media industry, it is commonly
believed that television and a temporary price-
reduction (TPR) promotion should not be used
at the same time because television reduces the
impact of price reduction. The study has found
that to be an inaccurate assumption. For the
six case studies, approximately 50 percent of
all households exposed to television were also
affected by the TPR program and exhibited
higher sales increase than the other half reached
only by television.
Simultaneously using all three marketing tac-
tics—pricing, in-store display, and television
advertising—maximizes the positive impact
Exploding the Legend of
TV Advertising and Price Promotions
The Proper Mix of Price, In-Store, and TV
for Maximum Short- and Long-Term ROI
BILL HARVEY
TRA, Inc.
[email protected]
TERESE HERBIG
TRA, Inc.
[email protected]
MATTHEW KEYLOCK
dunnhumbyUSA
[email protected]
us.dunnhumby.com
RITESH AGGARWAL
dunnhumbyUSA
[email protected]
us.dunnhumby.com
NINA LERNER
dunnhumbyUSA
Nina [email protected]
us.dunnhumby.com
The advertising and marketing communities traditionally have understood television
advertising effectiveness and its relationship to in-store marketing tactics through small-
market research or marketing-mix modeling. Although these studies have improved the
quality of advertising-effectiveness research, they have done little to improve the tools
marketers need to translate those insights on a larger scale and optimize their marketing
those tools and give marketers a more granular understanding of brand-purchase behavior
and the impact of multiple marketing levers on in-store brand sales. This paper leverages
the anonymous household-level purchase behavior data from 60 million households
across the United States and the second-by-second measurement of television-viewing
habits from more than 2 million set-top box households, and the current study applies
actual (non-modeled) single-source, household-level data to demonstrate a methodology
for optimizing the mix of television advertising and in-store marketing.
340 JOURNAL OF ADVERTISING RESEARCH September 2012
EXPLODING THE LEGEND OF TV ADVERTISING AND PR ...
1) Research shows that consistent branding and messaging across multiple channels like TV, print, online and social media improves brand recognition, recall, attitude and purchase intent.
2) Using different media to deliver the same message builds a broader memory network and increases the likelihood consumers will process the information.
3) Customizing messages to each specific channel can reduce intrusiveness while maintaining a unified message, leading to more positive attitudes.
Advertising In The New Paradigm By Darryl HowardDarryl Howard
Advertising In The New Paradigm is a research paper made available for download that outlines the application of a method of testing that may be of interest to those in neuromarketing, advertising and movie production today. Specifically, it lays out simple, practical methods of testing that are available to people at every level and most phases of production.
It documents a glimpse of three years of research and everyday application by the author. Related case studies include TV ads, direct mail, movie production as well as insights to logo and creative design.
Its focus is how to tailor your advertising to the level of consciousness of your audience. Addressing a critical problem in advertising today, it explains how a person can test the level of truth of the advertisement and therefore raise the believability and acceptance levels with the public.
Rex Briggs at JD Power and Associate Automotive Internet RoundtableKelly Automotive
The document discusses best practices for measuring integrated marketing communication (IMC) and return on marketing objectives (ROMO). It presents a case study analyzing the marketing of the Chrysler Sebring using ROMO methodology. The analysis found magazine advertising was most effective at increasing brand familiarity and recommended reallocating funds from television and online to magazines. The optimized plan was estimated to increase impact by 166% with the same budget.
Young & Rubicam Article - Brand Energized DifferentiationJeremy Kravetz
Most consumer brands are not creating value for consumers according to extensive research of 40,000 brands across 44 countries. Consumer attitudes toward brands have declined significantly in key measures like awareness, trust, and admiration. However, financial markets continue to attribute high value to brands, creating a mismatch. The article argues this mismatch poses problems for companies and could lead to a "brand bubble". Successful brands exhibit "energized differentiation" through excitement, dynamism and creativity. The article suggests three major problems contributing to declining brand perceptions: excess brand capacity, lack of brand creativity, and loss of consumer trust in brands.
Factors influencing successful brand extensionsLaiqa Ahmed
This document discusses factors that influence the success of brand extensions. It presents four hypotheses: 1) Extensions into more similar categories will be more accepted; 2) Brands with higher reputations will have more favorable extensions; 3) Higher perceived risk of the extension category will lead to more positive evaluations; 4) Consumers' innovativeness will lead to more positive evaluations. The document reports on research testing these hypotheses for fast-moving consumer goods, durable goods, and services brands. Descriptive, bivariate, and multivariate analyses provide support for the hypotheses.
Using brand equity to drive sustainable growthR. Jay Olson
The document discusses strategies for using brand equity to drive sustainable growth. It defines brand equity as the perceived value of a brand's image attributes. It then presents the Brand Value Equation, which calculates brand value based on product/service benefits, channel benefits, brand equity, and costs. The equation shows that brand equity is a powerful lever for competitive advantage. However, brands face threats of losing relevance, so strategies like branded sponsorships and social programs are needed to create energy and remain relevant. Crucially, internal brand-building must establish a brand's promise and values before external initiatives. Research shows "storydoing" companies that live their brand story outperform those only telling it.
Cause Related Marketing (CRM) partnerships between businesses and charities can provide mutual benefits. A major study from 2003-2004 examined the impact of CRM on brand equity, consumer behavior, and company profits. The results showed CRM increases brand affinity and positively impacts consumer perception, loyalty, and purchasing. Well-planned CRM that clearly links the cause and company can increase sales by over 10% and market share. The study identified best practices for effective CRM including ensuring the partnership makes sense, demonstrating the impact on the cause, maintaining long-term commitment, and making it easy for consumers to participate.
'Anatomy of Effectiveness’ is a white paper for brand marketers and advertising agencies alike, highlighting five key priorities for brands seeking greater impact. It will change the way brands and agencies market and will drive better consumer engagement.
Directly targeting consumers based on their motivations and values can increase the relevance of marketing messages. Resonate uses machine learning models trained on survey responses and online behaviors to target over 150 million people based on 150 different motivations. Academic research shows targeting campaigns based on motivations outperforms tactics based only on demographics. Resonate's approach analyzes survey data and online behaviors to model motivations for large populations, enabling more effective targeting at scale.
LABS >what is stopping us getting to great work?luciantrestler
This document discusses principles for creating great work. It argues that to be different, one must leave their comfort zone (1). Strategic decisions require not doing what everyone wants and agreeing early on limitations (2). A creative idea benefits from a single creative direction rather than group consensus, and research alone will not lead to great creative work (3). Creative focus benefits commercial success rather than limits it when work is presented sharply (4). Finally, advertising relies equally on strong ideas and strong execution (5).
This document provides summaries of experiential advertising campaigns, including:
1) Nike's "Catch the Flash" campaign that involved sending runners wearing reflective jackets into Vienna at night for the public to photograph, winning a prize.
2) Paddy Power's "sky tweets" campaign for the Ryder Cup that had stunt pilots write tweets in the sky visible from the golf course.
3) Mercedes Benz covering an emission-free car with LED screens displaying footage from the other side to demonstrate its invisibility to the environment.
The document provides examples of brands that have acted with social conscience in their advertising. It discusses campaigns by Dove promoting real beauty, Innocent using natural ingredients, and Coke sharing happiness. It also mentions Ben & Jerry's opportunism on current issues, Honda and Levi's using innovation to help the environment, and Toms and Chipotle building social causes into their business models. The document advocates that brands can stand for positive social values and gain trust by genuinely addressing real-world problems through their actions.
The document provides examples of brands that have acted with social conscience in their advertising. It discusses campaigns by Dove promoting real beauty, Innocent using natural ingredients, and Coke sharing happiness. It also mentions Ben & Jerry's opportunism on current issues, Honda and Levi's using innovation to help the environment, and Toms and Chipotle building social causes into their business models. The overall message is that brands can stand for positive social values through their advertising in ways that make the world and people's lives better.
The document provides examples of non-traditional advertising campaigns for reference. It describes a campaign where an adhesive bandage company included donor registration kits to help increase marrow donor signups. It also mentions a campaign for a Colombian government where plastic balls with messages were floated down rivers to encourage guerilla fighters to demobilize. A third campaign discussed packaged entire marketing budgets into rap videos to boost yogurt sales.
The document proposes a new vision and branding strategy for Sony smartphones. It suggests focusing on positioning Sony as "THE personal entertainment brand" by leveraging the brand equity of Sony's other successful entertainment products and heritage in this space. The strategy recommends targeting younger consumers aged 16-34 and promoting the smartphones' ability to provide personalized entertainment experiences anywhere. Example advertising concepts are provided to demonstrate how this could be brought to life visually.
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How AI is Disrupting Service Industry More Than Design ThinkingBody of Knowledge
Artificial Intelligence (AI) and Design Thinking are two powerful tools that, when used together, can revolutionize the service industry. By combining these approaches, businesses can develop innovative solutions that enhance customer experience, increase efficiency, and drive growth. Here's how AI and Design Thinking are disrupting the service industry
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2. DIFFERENCEISFARMOREPROFITABLE
Operating in uncontested market
space is far more profitable than
competing for a share of an existing
market. A study of 108 business
launches from 2004 showed that the
14% competing in uncontested market
space (‘Blue Oceans’), achieved 38%
of the total revenue impact and 61%
of the total profit impact. Whilst the
majority of 86% business launches
were competing in existing markets
(‘Red Oceans’), only achieved 39%
of the total profit impact.
Source: Blue Ocean Strategy, Kim & Mauborgne, 2004
3. DIFFERENCEDRIVESBRANDVALUE
Over a three-year period from 2015-2017
brands that were perceived to be both
highly disruptive and different increased
in brand value by 28%, whereas brands
that were perceived as both low in
disruption and differentiation declined
by -5% in an analysis by Kantar Millward
Brown.
Source: Kantar Millward Brown, BrandZ, 2017.
4. DIFFERENCEISASTRONG
PREDICTOROFGROWTH
Brands which people score strongly for
both meaning and difference grow sales
around 8.2% better in the following year
than brands which score poorly, with
difference being responsible for at least
50% of the predictive power.
Source: Admap April 2017, ‘Establish KPIs that grow brand equity’, Josh Samuel, Kantar Millward Brown’
5. PEOPLEWILLPAYA
PREMIUMFORDIFFERENCE
Kantar Millward Brown analysis shows
consumers will pay more for brands they
find meaningful and different. Meaningful
and different brands can charge 22% more
than competitors that aren’t and difference
alone accounts for 40% of this on average.
Source: Millward Brown R&D study: Shopcom and FlyBuys loyatly card data merged with equity survey responses at respondent level. Based on comparing a composite score built from meaningful and different
to price paid for actual brand purchases of 2400 consumers. Analysis includes 79 brands. Low = bottom 25%, Medium = middle 50%, High = top 25% on Premium score built from meaning and difference
6. DISTINCTIVENESSISHIGHLYMEMORABLE
The 'Von Restorff Effect' predicts that things which differ from those around them
are more likely to be remembered. Similarly, ‘The Bizarreness Effect’ predicts that
incongruent or surprising things are more memorable than expected and common ones.
Source: McDaniel & Einstein, ‘Bizarre imagery as an effective memory aid’, 1986). Pick, D. F., Sweeney, J., & Clay, J. A. (1991). Creative advertising and the von Restorff effect. Psychological Reports, 69(3), 923-926
7. DISTINCTIVEADSLOGANS
AREMOREMEMORABLE
Research into the Von Restorff effect in
creative advertising found that highly
distinctive ad slogans are much more
likely to be recalled, but only if they’re
judged to be high quality and not if
they’re substandard.
Source: Pick, D. F., Sweeney, J., & Clay, J. A. (1991). Creative advertising and the von Restorff effect. Psychological Reports, 69(3), 923-926
9. ADSTHATMAKEBRANDSSEEM
DIFFERENTAREMORELIKELYTODRIVESALES
The top 1/3 ads for 'make the brand
seem really different’ in Kantar’s Link
database achieve +90% vs the bottom
1/3 on Kantar’s measure of an ad’s
likelihood to drive short-term sales
(STSL).
Source: Kantar analysis of the Link Database. Short-term Sales Likelihood (STSL) is a measure that is strongly predictive of sales shares increases
10. DISTINCTIVECAMPAIGNS
AREMOREPROFITABLE
‘Distinctive brand campaigns’ featuring
recognisable brand ideas & assets
achieved a +62% stronger short-term
profit ROI vs campaigns which didn’t
in an analysis of 1300 campaigns
by Ebiquity.
Source: Ebiquity analysis quoted in ‘Rembrandt in the attic’ by BBH/Weetabix/Ebiquity.
11. DISTINCTIVEAUDIADSCORRELATEWITHSALES
Distinctive Audi advertising correlates with
increased media driven sales (relative to
total volume sales) between 2015-2017.
Source: Kantar Media Millward Brown Audi Advertising Distinctiveness Index (How strongly do you agree or disagree that the ad makes you think this brand is really different from
others?) Marketshare Econometrics: share of total volume sales that are media driven (indexed to 2015 levels for confidentiality)