Planning Needs Some Planning 103 Slides

7/28/2019 Planning Needs Some Planning 103 Slides

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Planning Needs Some Planning.

By,Gareth Kay



SUBMITTED BY: ZUBIN MEHTA

ROLL No: 147

PGDM- C



My contention:

Advertising, primarily due to the failure of planning, is complacently coasting intoirrelevance.

We need to fix it. Quickly.





Controlled friction.

Creative

Account person Planner



Controlled friction.

Make the advertising good

Make the advertising happen Make the advertising work



More often than not, it isn‟t.

“In most categories a brand‟s market share is stationary”

4 out of 5 categories seen as increasingly homogeneous

Less than 1 in 10 ads seen as different

4% response rate successful in DM; 0.5% average click-thru rate for

banners

3x $ spent on price cutting as on „brand building‟ in packaged goods

Sources: Andrew Ehrenberg; Copernicus Consulting; McKinsey



“I‟m just surprised no -one‟sthought of a better idea yet.”

Stephen King on Planningat Planning‟s 30 th Birthday, 1998



It‟s time tobe radical.



3 big problems.



1. We‟re operating in the wrong business.



Consumer.

Brand.

Business.



Culture.







The most interesting people and things are multi-faceted, full of depth and nuance.





2. Lost in translation.





A brand is a business‟ social manifestation.

We live in two worlds, one of „social exchanges‟ and one of „market exchanges‟

Historically, we‟ve focused on translating commercialgrammar into social grammar (rather awkward, like offeringyour friend‟s mum $10 for cooking you dinner)

We need to translate the other way and bring socialgrammar into the commercial world.







3. The pursuit of the wrong objectives.



The usual objectives are wrong.

Awareness doesn‟t really matter in a world of overchoice

Attributes and attitudes, adjusted for brand size,don‟t change

Image doesn‟t shift until after behavior

Source: Andrew Ehrenberg



It‟s energy that matters.

The active or moving force of a brand

A leading indicator of usage and preference

Justifies a higher price

Adds an incremental 64% to brand value than salesgrowth alone

Source: Y&R Brand Asset Valuator



Source: “The Brand Bubble”, John Gerzema



Energy drivesconversations.

A fourfold increase

in conversation drivesdouble the revenue.Source: London School of Economics 2007.



Have a social mission, not justa commercial proposition.



“Like any company we require aprofit to stay in business. But it is

not the reason we are in business.The thing that has not changed

from day one is the desire to makepeople think about the world

we live in.This is, and always will be,

why we are in business.”









Photo: Andrew Hovells(aka Northern Planner)



Photo: Andrew Hovells(aka Northern Planner)



It‟s not about social media.

It‟s about social ideas

and unsocial ideas.



Have a point of view on the world, not a position in thecategory.

Understand what people are interested in and work backfrom there.

This means planning for a different outcome.



“Nobody reads advertising. People read whatthey want to read and sometimes it's an ad .”

Howard Gossage

“Often our biggest mistake as managers is

believing that, in general, customers carea lot about your brand. They do not.” Patrick Barwise











































































































h



Provide anuplifting experience

that enrichespeople‟s lives

language,eg „skinny‟

specials egfrappucino

habitsformation

rangeand options

orderingsystem

starbuckscompany

barista

culture

„my sister‟ book

africa 05

socialresponsibility

used groundsfor gardene rs

fair tradecoffee

causepublicityin store

sofas andambience

hearmusicXm

burn your owncd

music cd

in storeperformance

and art

bookreading

starbuckssalon

akelah andthe bee

Source: John Grant, „The Brand Innovation Manifesto‟

Coherency not consistency.

























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Planning Needs Some Planning 103 Slides