Will Miller Lite bring back "Tastes Great...Less Filling"? If the fact that the brewer is having an agency review and if we can read between the lines of what MillerCoors CMO Andy England said -- "I think the original retro can and our learnings about why that has
resonated so well have clearly informed our strategy" -- then yeah, maybe they will. After having parted ways with FCB in 2012 to begin working with Saatchi & Saatchi New York and then in April,
working with some WPP shops, the brand is holding a formal review and has invited Leo Burnett, TBWA LA and WPP's Royal Order. New work will break in March.
MDC Partners has named kbs+ CEO Lori Senecal to be president and CEO of the MDC Partner Network. The Partner Network was established last year as a division within the MDC Partners company. Senecal will work with Andre Coste, who takes on the expanded leadership role of MDC Partner Network COO. In her capacity leading the Partner Network, Senecal will report to MDC Founder and CEO Miles Nadal, who will continue to oversee strategic and operational matters and lead the public company. At the same time, Senecal also joins the MDC Partners Board of Directors. In addition, Senecal will remain at the helm of kbs+ as global executive chairman focused on global expansion, while Ed Brojerdi, formerly president and CCO of kbs+, will become responsible for the New York office as CEO of kbs+ New York.
Everyone who works in an advertising agency will get a kick out of this. And if you work in media, you will be high fiving everyone in the rest of the department. Writing in
Australia's Mumbrella, Dan Woolley, managing director of agency search firm TrinityP3, has taken it upon himself to --
entirely unscientifically -- assign a value to each functional area of an ad agency. The assigned values supposedly correlate to that particular department ability to positively contribute to the
agency's ROI. At the bottom of the list is account management. At the top are media planners and media buyers. Where's creative? In with middle with a 6 (out of 10). Do you think this guy has a handle
on your particular department's contribution to ROI?
Beefing up its strategic marketing offering, MWW has announced former Havas SVP of Digital Innovation and Strategic Planning Jess Seilheimer will join the agency as chief strategy officer. Seilheimer brings 15 years of experience leading digital strategy for CPG, beauty, retail, technology, health and wellness and pharmaceutical accounts. In her role, Seilheimer will help the agency define and implement strategic planning capabilities and oversee marketing communication strategies across MWW's offices and practice groups around the globe. Of the hire, MWW President and CEO Michael Kempner said, "Jess is a true rock star of our industry. She brings best in class strategic planning and insights to MWW through a unique combination of digital innovation and creativity. A technological visionary and visual enthusiast, Jess has the perfect combination of skills and experience to identify new opportunities for our clients and growth opportunities for our firm."
It's not a surprise that many brands are shifting their marketing budgets away from traditional media and toward digital media but the financial segment is set to experience big shifts over
the next four years according to recent eMarketer research.
The researcher forecasts an 11.7% compound annual growth rate between 2014 and 2019 for the financial sector, resulting in a $10 billion annual digital ad spend. According to Kantar Media, between 2013 and 2014 alone, television spending (across all sectors) dropped 4.7% from $3.4 billion to $3.2 billion, while online spend increased 20.4% from $2.4 billion to $2.9 billion.
Dramatic spending drops were seen in magazine (down 7.3%), radio (down 10.9%) and outdoor (down 11.4%).
In terms of spending objectives, eMarketer forecasts that the financial sector will allocate 62% of budget (or $4.46 billion) to direct response and 38% of budget (or $2.73 billion) to branding by the end of 2015.
Search will dominate paid media spending for the financial sector in 2015, representing $3.40 billion or 47.3% of U.S. financial services total digital ad spending. eMarketer estimates that paid digital display will closely follow, with $3.02 billion of the financial sector’s budgets projected to flow to the category by the end of the year.
Mobile is also an active area for financial brands. According to eMarketer, mobile advertising for the sector is expected to hit $3.49 billion by the end of 2015 in comparison to $3.7 billion spent on desktop.
Social media has also seen significant spending increases, with financial brands increasing the share of budget to 8.8% in 2015, up from 5.9% in 2014 according to Duke University's Fuqua School of Business.
Recently, there's been increased debate surrounding the open office concept and its effect on productivity. Various articles and studies have pointed out that it may not be as productive a work
environment as old-school offices with walls and doors. Some posit that the concept fosters the creative spirit. Others posit that the concept fosters distraction and anxiety.
While many agencies have gone open concept, one is publicly proclaiming its love for the concept in an open letter published in Ad Age. Penned by SS+K Partner and Chief Creative Officer Bobby Hershfield, the letter reads like a "facts be damned" opinion piece which, truth be told, is perhaps all well and good. After all, what works for some, doesn't work for others.
In the letter, Hershfield thumbs his nose at stats highlighting the downside of the open office concept and touts the concept's benefits as he sees them. He writes: “We don't rely on email so much. We talk. Email follows up a conversation instead of initiating one, or even worse, substituting for one. We don't just share ideas. We wad them up and toss them at each other, blurt them out, interrupt and criticize and applaud them. We talk more. Walk around. Offer suggestions enroute to the bathroom. We don't hide in our offices. We don't hide behind walls. We are exposed and sometimes that fear puts pressure on us to be better in every aspect of our job."
He finishes, writing: "We are happier. We are less complacent. Less bored. We are stimulated. And we are getting to know one another better, which makes a culture that really is only about people and [making] ideas stronger."
There never will be an answer to this conundrum mostly because everyone has a different work style. Some love the thrill of constant interaction and lobbing ideas back and forth while eating their lunch and walking on their standing treadmill desk. Others love to cocoon themselves and let prior interactions gestate into well-formed ideas which are then shared to a larger group. To each their own, I guess.
David Murdico, creative director and managing partner of Supercool Creative Agency puts forth a solid argument as to why startups should pay agencies more than brands do for the same work.
First of all, he notes a startup is an unknown entity and no one has ever heard of it before making it all the more difficult to create the necessary marketing program to achieve awareness and sale. He notes startups are generally more demanding than established brand marketers, often times because so much is at stake.
Perhaps the biggest problem area when it comes to crafting marketing for a startup is that up until the point the startup reached out to an agency, everything about the startup has, thus far, operated in an echo chamber with scant few nodding and bobbing their heads in agreement without truly vetting the idea or how the idea will be perceived in the real world.
Another challenge when working with a startup? They tend to change their mind a lot about, well, everything. And that can be a gigantic time suck. Check out Murdico's entire list here and file it away in your back pocket for use the next time you consider working with a startup.
This is gold! Gold, I tell you! And it's arrived just in time. As we all mourn the loss of our beloved Mad Men characters, they have been given renewed life, in the form of a Tumblr blog, as
digital natives spewing all the usual buzzword bingo that's so prevalent in today's marketing landscape.
Taking on the form of animated gifs, we have Don informing his secretary: "The future of advertising is socially integrated digital platforms." We have Peggy commending a co-worker saying: "Nice branded social post, bro." We have Don asking Peggy: "But does it work as a pre-roll." We have Don reacting to a proposed "Tinder-powered drone." We have Pete telling Don: "The CTRs need optimizing for behavioral targeting of Millennials."
And on and on and on. Brilliance.
Oh for f*ck's sake! Stop. Just please stop! Every ridiculous addition to the CxO title space just dumbs down the importance of the core four: CEO, CFO, COO and CIO. Maybe you can add CMO and CCO to
that list -- but chief data officer? Chief customer officer? And now...wait for it...chief native officer?
Yeah. Chief native officer. Or at least that's what Forbes Contributor Daniel Newman would like to see instituted. Newman argues that the merging of paid and earned media requires this CxO style oversight.
He furthers his point, writing: "The biggest reason to get a Native Officer is that while digital agencies and publishers work together, they don’t necessarily do so as a team. In fact, there are instances where they don’t see eye to eye. While publishers are great at creating content, they can treat branded content like a 'second-class citizen.' On the other hand, digital agencies consider themselves star content creators for brands. In such circumstances, there’s a pressing need for a 'dedicated task force' to exploit native ads to their fullest potential. The CNO should lead this pack, guiding the brand towards rewarding native advertising campaigns and best practices."
So what say you? Do we need the chief native officer?
Sort of like food brands still pimping low fat/no fat products when studies clearly indicate the human body needs fat, the office management world is still pimping open office space when many studies have shown it's a less productive solution than
more traditional office space.
That's not stopping the latest trend in office space, the Superwide. Superwide office space is large, one floor office space consisting of 100,000 square feet or more. Of the trend, Brookfield Property Partners Senior VP Duncan McCuaig said: “Large floors are absolutely in demand.” And “right now there is very little of this product in the city,” he added, referring to Manhattan.
Adam Kansler, managing director at financial data company Markit, loves the open office concept and says: “There’s something that gets lost” when a company is on multiple floors. You don’t get the same random moments of seeing someone from across the way, hearing that they’re working on a project, and saying, ‘Oh, I’m going to stop by.’ ”