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McGraw-Hill/Irwin Copyright © 2012 McGraw-Hill Companies, Inc., All right reversed
3
Organizing for Advertising and Promotion: The Role of Ad Agencies
and Other Marketing Communication Organizations
3-2
Under Armour Protects Its House
• Successful strategies• Niche markets• Expanded product line• Strong branding, product positioning,
quality, dynamic advertising• Unique brand identity, “Protect This
House”• Expansion into athletic shoes• In-house brand team
3-3
Participants in the IMC Process
3-4
Organizing for Advertising & Promotions
• The way a company (the client) organizes depends on• Its size• The number of products it markets• The role of advertising and promotion in
the marketing mix• The budget• Its marketing organization structure
3-5
Advertising Dept. Under a Centralized System
PresidentPresident
ProductionProduction FinanceFinance MarketingMarketingResearch
and develop-
ment
Research and
develop-ment
Human resourcesHuman
resources
Marketing research
Marketing research AdvertisingAdvertising SalesSales Product
planningProduct planning
Skim this material
3-6
Pros & Cons of a Centralized System
Longerresponse time
Longerresponse time
Hard to understand the overall
marketing strategy
Hard to understand the overall
marketing strategy
ConsCons
Impractical formultiple brands,
products, divisions
Impractical formultiple brands,
products, divisions
Fewerpersonnel
Fewerpersonnel
Bettercommunications
Bettercommunications
Staff continuityStaff continuity
ProsPros
More top management involvement
More top management involvement
3-7
Decentralized Advertising System
Production Finance
Sales
Brand Manager
Ad agency
ProductManagement
Sales promotion
Package design
Marketingservices
Marketing R & D Human Resources
Corporate
Brand Manager
Ad agency
AdvertisingDept
Marketing Research
MerchandisingSkim this material
3-8
Pros & Cons of Decentralization
Rapid problem and opportunity responseRapid problem and
opportunity response
Concentrated managerial attention
Concentrated managerial attention
Increased flexibilityIncreased flexibility
ProsPros
Internal conflictsInternal conflicts
Ineffective decision making
Ineffective decision making
ConsCons
Misallocation of fundsMisallocation of funds
Lack of authorityLack of authority
Internal focusInternal focusSkim this material
3-9
Pros & Cons of In-house Agencies
Less experienceLess experience
ConsCons
Less objectivityLess objectivity
Less flexibilityLess flexibility
Less access to top creative talent
Less access to top creative talent
More controlMore control
Cost savingsCost savings
Increased coordinationIncreased coordination
ProsPros
StabilityStability
Access to top managementAccess to top management
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Under Armour Uses an In-House Agency
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The Ad Agency’s Role
• Reasons for using an ad agency• Highly skilled specialists• Specialization in a particular industry• Objective viewpoint of the market• Broad range of experience
3-12
Full-Service Agencies
Performing research
Performing research
Selecting mediaSelecting media
Full range of marketing
communication and promotion
services
Full range of marketing
communication and promotion
services
Creating advertisingCreating
advertising
Planning advertisingPlanning
advertising
Producing advertisingProducing advertising
Interactive capabilitiesInteractive capabilities
Package designPackage design
Nonadvertising services
Nonadvertising services
Public relations and publicity
Public relations and publicity
Sales promotions
Sales promotions
Strategic market planning
Strategic market planning
Direct marketing
Direct marketing
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Full-Service Agency Organization Chart
Skim this material
3-14
Agency Services
Research department
May include account planners
Media dept. obtains media space, time
Research department
May include account planners
Media dept. obtains media space, time
Marketing Services
Marketing Services
The link between agency and client
Managed by the account executive
The link between agency and client
Managed by the account executive
Account Services
Account Services
Creation, execution of ads
Copywriterartists, other specialists
Creation, execution of ads
Copywriterartists, other specialists
Creative Services
Creative Services
Accounting
Finance
Human resources
New business generation
Accounting
Finance
Human resources
New business generation
Mgmt & Finance
Mgmt & Finance
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Creative Boutiques
CreativeBoutiquesCreative
BoutiquesProvide only
creative servicesProvide only
creative services
May subcontract from full-service agencies
May subcontract from full-service agencies
Strength is turning out creative work quickly
Strength is turning out creative work quickly
3-16
Media Buying
Specialize in buying media, especially broadcast time
Specialize in buying media, especially broadcast time
Agencies and clients develop media strategy
Agencies and clients develop media strategy
Media Specialist
Companies
Media Specialist
Companies
Media buying organizations implement strategies, and
buy time and space
Media buying organizations implement strategies, and
buy time and space
3-17
Agency Compensation Methods
Commissions from media
Fee, cost, and incentive-based systems
Percentage charges
3-18
Example of the Commission System
I found this explanation confusing. . .
3-19
100,000
85,000
15,000
CLIENT/ADVERTISER
Ad. Agency MEDIA
P & G BBDO PeopleMagazine
100,000
Commison Model (15%)
Basically, the Ad. Agency gets a volume discounts from the Media Owner (Magazine, Network, etc.)
3-20
Evaluating Agencies
Financial Audit
Verify costs, expenses
Personnel hours billed
Payments to media
Payments to suppliers
Qualitative Audit
Planning
Program development
Implementation
Results achieved
3-21
Gaining and Losing Clients
• Long-term agency relationships• GE/BBDO Worldwide… 80 years• Marlboro/Leo Burnett… 56 years• McDonald’s/DDB Worldwide… 43 years• Kellog’s/Leo Burnett… 68 years
• Loyalty to a single agency is becoming less common
3-22
Why Agencies Lose Clients
Poor communication
Unrealistic client demands
Poor performance/service
Personality conflicts
Personnel changes
Strategy change
Declining sales
Conflicts of interest
Compensation conflict
Policy changes
Lack of integrated marketing capabilities
Client/ agency size change Marketing/strategy conflict
3-23
How Agencies Gain Clients
ReferralsReferrals
SolicitationsSolicitations
PresentationsPresentations
Public RelationsPublic Relations Image, ReputationImage, Reputation
3-24
Direct Marketing Agency Activities
Direct mail
Databasemanagement
Research
Creative capabilities
Media services
Direct-Marketing Agency ServicesDirect-Marketing Agency Services
Production
3-25
Direct Marketing Agency Structure
• Departments in a typical direct-marketing agency• Account management• Creative • Media• Database development/management
3-26
Sales Promotion Agencies
Catalog production
Promotional planning
Creative research
Tie-in coordination
Fulfillment
Premium design and manufacturing
Contest/sweepstakes management
3-27
Don Jagoda Associates
3-28
Functions Performed by Public Relations Firms
Strategydevelopment
Generatingpublicity
Lobbying
Publicaffairs
News releases,communication
Research
Managingcrisis
Coordinationw/promotional
areas
Specialevents
3-29
Functions Performed by Interactive Agencies
Interactive Media Creation
Websites
Banner ads
Search engine optimization
Mobile marketing
Social media campaigns
Digital media
3-30
Campaigns Utilizing Social Media
3-31
Collateral Services
• Typical collateral services• Marketing research• Package design• Consultants• Photographers• Printers• Video production• Event marketing
3-32
Pros and Cons of Integrated Services
Budget politicsBudget politics
ConsCons
Poor communicationPoor communication
No synergy No synergy
ConvenienceConvenience
Greater synergyGreater synergy
Single image for product or serviceSingle image for
product or service
ProsPros
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Responsibility for IMC: Agency vs. Client
• Key Obstacles• Lack of people with a broad perspective
and the skills to make it work• Internal turf battles• Agency egos• Fear of budget reductions• Ensuring consistent execution• Measuring success• Compensation