Carefully curated by MediaScope
Consumers are “frustrated and annoyed” by the advertising experience is highlighted as a key theme in a new documentary series, ‘The Trust Crisis: Marketing’s Biggest Challenge’. The industry would do well to look at the causes as well as the symptoms of issues such as ad-blocking. “Ad-blocking is a symptom of what’s not working today. People are voting with their feet, people are frustrated and annoyed by the ad experience.” Keith Weed, the CMO of Unilever, says that trust generally is lower in the world with turmoil resulting in declining trust in politicians, CEOs and big businesses. He says: “Actually brands have fared better than most but there is suspicion around industry generally.”
If advertisers want to take back control of media and to heed the rallying cry sent from the ANA, then empowering an internal media officer will be critical. The new media officers will have three central goals. First, to help their organisation be the best possible media client; second, to ensure they identify the best agency partners; and third, they need to ensure that media is accountable and delivering business growth. They will become the new gatekeepers for media — critical to success both for media owners and agencies. It’s a role with real power. The first step will be finding the right person.
News sites are using trackers more indiscriminately than ever with a random sample of twenty digital properties yielding stunning results. This kludge of trackers reflects more desperate moves than thoughtful strategies. Traditional publishers tend to stuff their sites with all they can think of: in the ranking above, you’ll notice that native media companies (Vox, Vice, etc. or even Buzzfeed with only 11 trackers) are much more selective in their choices of tracking systems than old media. This analysis shows the web ecosystem is messier than ever while higher in the chain of command very few understand what’s going on, it’s open bar for the opportunist, not for the customer.
From enhancing media planning, buying and selling; measurement of campaign effectiveness and sales impact; marketing content and even informing the development of programming and network positioning, Big Data is increasingly improving what we can do. But – it is not any kind of magic bullet and we should never approach it as such. While the prevailing discourse surrounding Big Data, Data Analytics, Data Science etc. is focused on its growing importance and wider use, some of this discourse has become simplified and even simplistic – especially outside of the research and analytics function which is its natural home.
“A lovely long lunch with a couple of advertising people remains one of the great unadulterated pleasures in life. Like cigarettes at midnight or urinating on your lawn, it is a lovely combination of illicit fun and the magic of bygone days. So it was last week as I launched into a third cocktail and my two lunch companions bemoaned the state of modern marketing. “Yes, I do feel your pain,” I nodded as I cancelled the rest of my meetings with a drunken swipe across my iPhone. “It must be awful.” The conversation we were rather blurrily having is one I, and perhaps you, have had before. Most good advertising people these days are obsessed with the fact that they give most of their best work away for free. The great strength of a good advertising agency has always been the synergy of an amazing planning team who can work out what you need to say to customers and then an amazing creative team able to articulate it in 30 seconds or less. None of that made money for the agency of course. Like most marketing people, they gave away the valuable service for free and made their margins on the superficial stuff. It was when the ads were made and commissions were charged that agencies could finally see some coin.”
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