- Brad Staples presentation on reputation in a fake news environment gave me deja vu. It reminded me of corporate communications thinking when social media came to prominence. In many respects the symptoms are the same. The agenda running out-of-control like a force of nature. Yet, it is only the momentum has changed, core principles to address reputation are the same. There was an increased emphasis on monitoring. Monitoring and response became even more important than with social media’s rise
- The age-old tension between specialist and generalist continues to roll onwards. Alan Vandermolen saw medium-sized agencies as sitting in a ‘Goldilocks’ position. Small enough for your business to matter and being able to move fast. Large enough to have the right expertise and scale in place. The challenge to his argument is global agencies consolidating a one-stop shop offering. Vandermolen didn’t address the move away from being a ‘PR agency’. The Holmes Report had highlighted their concern in a recent opinion piece. Vandermolen was also concerned with the disappearance of PR professionals on the client side. He cited United Airways customer problems from broken guitars to dragging passengers off planes. The discussion didn’t cover how the airline’s focus on shareholder value had corrupted customer-centricity
- Matt Battersby and Dan Berry looked at public relations and behavioural economics. What I found interesting is how this provided a direct linkage to return on investment. Yet the audience didn’t pick up on this in questions. It also represented a content challenge to agencies. It flips the typical messages that they would look deliver (driven by what’s news)
- There was a tension between what agencies could do and what clients wanted. Abby Guthkelch wanted a more agile approach to content that was also more cost effective. This meant that she often worked with inhouse staff and content development agencies. There was a strong sense that creative ideas and concepts were not worth paying for. This puts little value in communications agencies. Content marketing poses an existential threat to PR agencies margins. It was interesting that marketing automation didn’t come up in discussions. Inhouse panelists preferred to move capability inhouse rather than relying on offshoring work
- Finally, there was the evergreen theme of marketers and PRs speaking different languages. PRs need to get comfortable with data and charts. They need to think about testing. This needs to happen whilst budgets are static or in decline. A way forward is to move down the marketing funnel to be closer to the sale in e-commerce and via social channels. I found the continued faith in influencers of interest. I was surprised at the lack of concern shown on the agency side for zero-based budgeting at clients
“I think the future of television is more fragmentation, the bundle has no more elasticity in it.” – Barry Diller.
This explains everything from ManUnited TV to the new channels that Amazon has launched as Prime add-ons in the UK and Germany yesterday. Media has been driving an increasing share of household spend over the past 15 years.
In a time of stagnating economic growth and declining incomes (in real terms) that middle won’t hold. Much of it becomes discretionary spending.
The display advertising market has moved on from where it was 20 years ago in terms of poor ad placement. Conference speakers and trainers still trot out the same story about knives and suitcase sets advertised next to to the story of a murder. The murderer had apparently stabbed their victim with a knife and put the body in a suitcase for disposal.
However you still get less extreme examples of unfortunate ad placement like this one from Under Armour.
I had this book on my list of to read materials as it was a proto-cyberpunk novel, and finally got past my inertia when John Markoff recommended it.
Brunner was a British science fiction writer who did his best work in the 1960s and early 1970s in this book he reflects on a connected world not too far away from the one that we live in. Despite Brunner’s roots he manages to speak with a confident American voice in his writing; something that I don’t think is a bad thing, but caused friction with his contemporaries.
The main protagonist is a hacker who has used his skills to conjure new identities and ends up starting a revolution through the creation of computer viruses and worms. Brunner is credited with introducing the concept of the modern computer worm.
His work reflects a different society to our own where our identities can be broken (if you have the skill or the money) and a new one forged – a vision 180 degrees away from what governments, advertisers and social networks want. He is on to something with The Ear – a service that audiences can contact and will be listened to in privacy and without judgement. The secular confessional it represents feels like something the world needs as a counterweight to the cognitive dissonance and connectivity-as-social-value of social networks like Facebook and SnapChat.
I recommend that readers check out Richard’s PR is at a Crossroads post. Edelman cites changes at PR agencies owned by marketing conglomerates as indicators. He thinks this due to a lack of confidence in the PR industry. There may be some truth in it; 2016 had the lowest annual growth in seven years for Edelman. As for the industry sitting at a crossroads, on the cusp of transformation. It is already being transformed.
Public relations has already crossed the Rubicon. The Rubicon crossing happened years ago. Richard noticed the signs back in April 2011:
…as PR continues to expand, encompassing digital, research, media planning and content creation, should we consider rebranding ourselves as communications firms?
At the time the question was prompted from London colleagues. Richard disagreed with the premise.
By 2012 Edelman was in the AdAge Agency A-list in the US. In March 2015, Edelman’s boiler plate changed from:
Edelman is the world’s largest public relations firm…
Edelman is a leading global communications marketing firm
Edelman hasn’t been a PR agency for the past 2-5 years. The transformation in the industry has been going on for at least a decade.
Why this has happened is down to six factors:
- Mature research and academic thinking on effective marketing
- Technology-driven marketing strategy
- CMO perspectives shaped by marketing thinking
- Advertising changes
- Media landscape changes
Mature research and academic thinking on effective marketing
Lets break things down a bit, some bits of PR are about the corporate parts of a company.
Corporate PR covers a large area including:
- Public affairs
- Educating investors
- Shoring up shareholder confidence
- Internal communications
- Community affairs
Some corporate and social responsibility actitivities could fall under PR. When we’re talking about who is responsible for organisation moral purpose /meaning. This should come from the CEO down.
Thinking about marketing communications the situation changes a lot. It depends on the sector and the audience that you are communicating to. For consumer marketing; the role that PR plays as part is a subordinated part with the marketing mix. Byron Sharp’s works How Brands Grow (parts 1&2) outline PR’s small, but intricate role with clarity.
For mature consumer brands, engagement (and by extension PR) is less important. Instead the focus would be on efficient reach and frequency of repetition. Being top of mind is more important. The only way for marketing communications-orientated PR teams to grow their billings is service expansion.
Technology-driven marketing strategy
Many business-to-business marketers are using content marketing as a key channel. The content shaped by analysis from marketing automation software.
In marketing automation, strategy is outsourced. Rules embedded in the software platform dictate approach. PR becomes a source of content to feed the machine. The idea is to determine an effective approach. Then optimise to reduce the price of engagement over time. I could write a blog post or two about the problems with this approach, but it is tangental to PR. Content creation is an opportunity for PRs, all be it one with perpetually squeezed margins.
Mature research and academic thinking on effective marketing
In B2C marketing there are large research projects on what works. These include Ehrenberg-Bass Institute and the IPA. In marketing mature consumer brands, we know that reach, frequency and recency matters. Engagement is less important. Public relations then becomes an afterthought at best. Taking an integrated media planning led approach makes sense.
There isn’t a comparable set of research for the PR industry like IPA or Ehrenberg-Bass. Outside the US public relations generally doesn’t have budgets for tools and data. Clients tend to be more action-orientated. Media agencies tend to have the best insights – which aids planning and creative.
The benefits of an integrated advertising-led approach goes back decades. Edelman cites Y&R’s ‘whole egg’ concept. Dentsu’s ‘Cross Switch Marketing’ is similar with roots going back to the 1960s. The PR industry mistook integrated thinking for a primitive view of PR practice. The reality lies somewhere between communications myopia and macro marketing thinking.
From a CMO perspective
- PR spend is a small part of their budget. It may not even sit in their budget if there is a CCO (chief communications officer) role in the company
- PR isn’t supported by good quality secondary insights like the IPA or Ehrenberg-Bass
- Advertising works
- Advertising agencies foster high trust through visualisation of ideas backed by insights
- Media relations is low cost, low efficiency but can be high engagement
- Integrated simplifies the client/ agency dynamic (one ass to kick)
- Successful integrated agency engagements. Examples include Red Fuse (Colgate), GTB (Ford, Purina) and TBWA Media Arts Lab (Apple)
- The memory of Enfatico has disappeared
Edelman has done a better job than most agencies in getting digital and paid media talent. I’ve worked as an in-house marketer. I have worked as a PR person. I’ve also worked in PR agencies doing digital and paid media. I now work as a strategy director in a creative ad agency and the difference is huge.
For most specialists working in a PR agency can be thankless task:
- PR agency leaders don’t get other disciplines. This is particularly true outside North America
- I’ve worked with too many agency leaders who think digital is an infographic or a video
- The briefing process in PR agencies is awful. ‘We’ve got a video, make it viral’ was the worst brief I had
- Outside North America budgets are very tight
- You can get better working conditions elsewhere. Tools, people you can learn from, research and ambience. Real conversation at a PR agency: “can you wear a shirt and suit?” “Why?” “We’d just like it” “Can I quadruple my day rate?” “No, why?” “That’s my inconvenience of wearing a suit fee”
- PR agencies don’t win the awards that matter to us. PR publications wring their hands about the lack of PR wins at the Cannes Lions. This matters for your career
If you have capability built up in the ad agency, creative shop or media agency; use it. Publicis, WPP and Interpublic have deep expertise they can draw on. Publicis talks about this as ‘The Power of One’. It is much easier than recruiting more technical, creative and planning talent into a PR shop.
As PR has changes so has advertising. There is a far greater understanding of what efficient and effective looks like. While I lament the the decline of advertising’s golden age; multichannel storytelling has improved. Advertising agencies have learned how to combine earned and paid media. Earned media is an incremental revenue increase.
By comparison creative represents a big budget bump for your PR agency. That causes the client to pause and think.
Media landscape changes
As advertising has changed so has the media landscape. The online environment is shaping out with two winners around the world. The pattern of online advertsing spend is clear. Everywhere outside China online advertising is static; only Facebook and Google see increases. In China, is is Tencent due to WeChat that wins. Sina benefits from Weibo. Baidu would have been an obvious winner due to it being a Google analogue. Instead Baidu’s earnings have been static.
This decline in media fortunes adversely affects editorial space. This impacts the efficiency of media relations. By some accounts in the UK there are now 3 PR people for every journalist. PR agencies need to expand beyond media relations. This means trying to get more involved in owned and paid media. The challenge is that advertising agencies are also in that space – extending their storytelling.
PR not communications | 6am blog – yeah I called bullshit on this one. I could afford to be right; Richard had a global family business to defend
Whole Egg Theory Finally Fits The Bill For Y&R Clients: Global Agency Network Of The Year: Team Space System A Winner For Citibank, Others Set To Follow | AdvertisingAge
The Dentsu Way – a great book, right up there with Ogilvy on Advertising in my estimation
I’ve been watching a lot of Curtis’ work recently. HyperNormalisation, The Mayfair Set, The Trap, The Century of the Self, Bitter Lake and Pandora’s Box.
Just Adam Curtis channel on YouTube – has curated many of his documentaries.
Much of the social marketing today for consumer brand is done through what is called influencer marketing. For a number of these influencers who have a large social following, working with brand has become very lucrative. But one of the hottest tickets at the moment within communications agencies are ‘micro-influencers’; Edelman Digital lists it as a key area in Digital Trends Report . There is widely cited research by Marketly that claims there is an engagement ceiling (at least on Instagram). Once a follower count gets beyond that, engagement rates decline. This micro-influencer sweet spot is apparently 1,000 – 100,000 followers.
What are micro-influencers?
Brown & Fiorella (2013) described micro influencers
Adequately identifying prospective customers, and further segmenting them based on situations and situational factors enables us to identify the people and businesses – or technologies an channels that are closest to them in each scenario. We call these micro-influencers and see them as the business’s opportunity to exert true influence over the customer’s decision-making process as opposed to macro-influencers who simply broadcast to a wider, more general audience.
Brown & Fiorella wanted to focus on formal prospect detail capture and conversion. It sounds like an adjunct to integrating marketing automation from the likes of Hubspot and Marketo into a public relations campaign.
This approach is more likely to work in certain circumstances:
- Low barrier to conversion (e-tailing)
- Business-to-business marketing – for instance Quocirca did some interesting research back in 2006 that showed endorsements by a finance directors peers at other companies was likely to have a positive effect on a prospective supplier
Brown & Fiorella’s thinking tends to fall down, when you deploy their approach to:
- Consumer marketing
- Mature product sectors
- Mature brands
Brand preference and purchase is much more dependent on reach and repetition to build familiarity and being ‘top-of-mind’ as a product.
Most money in influence marketing is spent in the consumer space as B2B marketing tends to struggle with:
- Volume of conversation interaction
(At least outside of the US).
Brown and Fiorella are 180 degrees away from the approach of consumer marketing maven Byron Sharp and his ‘smart’ mass marketing approach. This means that PR and social agencies are often out-of-step with the thinking of marketing clients, their media planners and other agency partners.
Engagement matters less than reach or repetition of brand message for mature sectors or brands. For many consumer brands the drop off in engagement amongst macro-influencers is a non-issue, a red herring.
The only part of the engagement measure that I would be concerned about in that case would be content propagation amongst my defined target audience – how widely had it been repeatedly shared as this would affect total reach.
If the client and planner are using Sharp’s thinking then this audience would be wide, but a certain amount of the propagation would be wasted – for instance outside targeted geographies.
From the perspective of communications agencies I can understand the obsession with engagement being part of their DNA. These businesses are in the offline world are engagement agencies; whether its politicians, regulators, fashion stylists, movie set designers, editors, journalists, TV producers or DJs.
Why are micro-influencers a hot topic now?
The most obvious reason is that more popular ‘macro-influencers’ are well informed about their commercial value which has been driven up to a point where they look expensive in terms of cost, even if you charitably look at it on a ‘per follower’ basis.
On the supply side of the equation influencer representation benefit from having more ‘inventory’ that can be sold at various price points to marketers.
Challenges in influencer marketing
From a marketing perspective there are a number of issues in influencer marketing – these factors are either unknown data points or represent an issue with the brand experience
- Quality of brand placement
- Cost per reach
- Consistency of reach (how confident is the media planner that the influencer will achieve a certain level of reach)
- Message repetition amongst the audience that I want to reach
Which makes it harder to factor into an econometric model that would help justify the investment in influencer marketing as a contribution to sales.
Let’s have a look at data around a campaign for a smartphone manufacturer that has been touted as successful by the agency involved. We don’t know the cost as its likely to be client confidential.
2 million YouTube views (we don’t know how many of these were driven by advertising)
13,587,159 impressions driven by 6 influencers
10,689 clicks from 90 posts
10 million impressions for the promotion of a colour variant of the smartphone model and 92,320 engaged
4.6% engagement rate (which we’re assured is 41% higher than the industry average for branded content)
What this doesn’t tell us:
- Reach amongst target audience
- Repetition amongst target audience
Which could then be used to provide an estimate of its contributory factor to sales if you had an econometrics model. You can’t access how it works next to other tactics and there are limited outtakes for the learning marketing organisation.
Quality of brand placement
Many brands have struggled to get their brand in the influencers content in a way that:
- Represents it in a meaningful way (for example beyond unboxing videos, one smartphone looks rather like another)
- Doesn’t feel ad-hoc or awkward
Some luxury brands have managed to get around this by keeping control of the content; a good example of this is De Grisogono – a family-run high jewellery and luxury watch brand. They work with fashion bloggers that meet their high standards and invite them to events. (It’s obviously an oversight on their part that I haven’t had an invite yet.)
De Grisogono provides them with high-quality photography of its pieces and the event. They get the best of both worlds: influencer marketing but with a high standard of brand presentation which raises the quality of the achieved reach.
There is a school of thought that micro-influencers will be easier to manage in order to assure quality of brand placement. However, micro-influencers are likely to be aspiring macro-influencers and each will have a clear line of demarcation in their own head that they won’t cross. The reality is one of complexity dependent on:
- Brand power
- Credibility of proposed idea
- Impact on aspirations – could they get more followers by taking a stand and strategically burning a brand?
Cost per reach
Influencers tend to talk about themselves in terms of the number of followers that they have. However many followers seldom engage with the influencers content. This happens for a number of reasons:
- The follow button is often used as a book mark or a like button
- Algorithmic changes to social platforms and the volume of the social firehouse itself drown out brands (and these influencers are all about the brand of ‘me’). Whatley and Manson’s research at Ogilvy on the decline of organic reach in Facebook pages is worthwhile having a look at
Followers as a data point is not the straight analogue of reach that the industry and influencers would have you believe based on how they present their data.
Reach numbers that are presented are often not that much more useful:
(Data via Golin, TapInfluence and Marriott)
Consistency of reach
So influencers may give us follower numbers or ‘total reach’ calculations but how do we know what reach their brand placement content is likely to achieve? At the moment, I don’t know how consistent influencers are, I have a ‘personal time’ data project currently in progress on it. More on that hopefully in a later post. There isn’t off-the-peg data that I know of, so I am pulling together a data set.
Until we understand the ‘quality of brand placement’ we wouldn’t be able to understand whether a piece of influencer content was a point of content delivery. We’d also need to know do audiences of influencer A also look at media channels or other influencers that we have in our overall media plan. There often isn’t an overall media plan and there often isn’t sufficient quality of audience data for influencers.
Edelman Digital Trends Report – (PDF) makes some interesting reading
Instagram Marketing: Does Influencer Size Matter? | Markerly Blog
Influence Marketing: How to Create, Manage and Measure Brand Influencers in Social Media Marketing by Danny Brown & Sam Fiorella ISBN-13: 978-0789751041 (2013)
Facebook Zero: Considering Life After the Demise of Organic Reach
2016 has been a watershed year in the western world. Political forces that were simmering, but previously untapped manifested themselves in populist victories. Political norms that were common currency for the past two decades have been brought into question and there will be societal impacts and changes in consumer tastes.
Businesses are being buffeted by these changes. In the case of the UK; supply chains will be re-engineered over the next two years to address the country’s departure from the European economic bloc. Most companies that I have spoken to are working on the assumption of the hardest Brexit:
- No trade agreement with the EU
- No customs union with the EU
- No passporting for services such as banking
- No agreement on storage of EU or US personal data in the UK
- No free movement of EU talent
- Problems with the WTO as countries look to settle scores like ownership of the Falkland Islands and Gibraltar
This presents communications teams with opportunities and challenges:
- There will be new regulatory and legal environments for companies to navigate
- Corporate and social responsibility programmes will need to be recalibrated
- There will be change management as jobs are moved abroad and facilities closed
- Brands will have to work smarter with less
- Consumer data based systems will need to be redesigned to meet the new legal and country boundaries imposed upon it
- UK businesses will need to prepare for permanent handicap on their profits
There is also a wave of change for consumer businesses. Whole categories of products – carbonated drinks, cereals and spreads are losing market share to substitute products. This is hitting the large FMCG (fast-moving consumer goods) brands including:
- General Mills
Consumer brands have looked to counteract this in a number of ways:
- Putting their spend where it will do the best work by using zero-based budgeting (ZBB)
- Restructuring brand architectures – moving away from preventing brand damage through brand extension to brand consolidation to maximise the benefit of marketing spend. Coca-Cola is a prime example of this
- Brand architecture will create a tension in the organisation. On the one hand the societal norm will be for local brands rather than global, on the other you have the corporate desire to cut and simplify to maintain margins. Whilst some companies may kill brands, others may sell them on to local companies, which will then try to squeeze as much value out of the brand equity as they can
- Move away from micro-targeting to ‘smart’ mass-marketing – the key exponent of this is Byron Sharp at the Ehrenberg-Bass Institute at the University of South Australia
Opportunities in terms of new products that communications agencies can offer
- Internal communications programme – site shutdown or company shutdown as a product
- CSR audit as product
- CRM (customer relationship management) audit as product
Focus on clients based on their strategic intent if they are implementing ZBB, here’s a quick guide I did earlier this year.
If your client programme lies in parts of the spectrum where you won’t benefit, then as an agency you have a few choices:
- Identify and grow your business within other brands of a clients business
- Look at rivals for opportunities
- Treat the current business as a cash cow
A second aspect of risk analysis is brand consolidation. There is not much that an agency can do with the change in brand architecture like Coca-Cola. The clients are likely to cut costs.
A clearer source of risk will be ‘local gems’ this is a consumer brand that is only sold in one country (it may be known under a different name in other countries). These brands are likely to be closed down or sold on, particularly if they are in declining growth sectors such as margarine spreads, cereals or carbonated drinks.
If you have only started planning about looking for replacement brands in your portfolio, it may already be too late. Best case scenario is that the brand is bought by a local FMCG company.
Looking at previous brand sales like Radion washing powder as an example the acquirers will not support it with significant marketing spend. Instead, they will look to maximise their investment by mining existing brand loyalty and awareness. Depending on the product category and the target audience will depend on how fast inevitable brand decline will be.
Either way it is not a particularly attractive piece of business or large or medium-sized agencies. An incumbent agency will have to repitch for the work as it will fall outside the purview of existing contracts and business relationships.
Advertising agencies have a head start in terms of their planners having a clear grip on what Sharp’s concept of smart mass marketing means for their discipline. PR agencies need to articulate this and reflect it in their account planning. They are still struggling to get to grips with social and are championing concepts like ‘micro-influencers’; that don’t fit into Sharp’s world view. They are effectively burning client respect.
PR agencies need to think much more in terms of programme audience reach and repetition for audiences, rather than the current focus on influence.
This is the advert served up by Web Summit in my feed today. Web Summit are famous for their use of data analysis to drive everything from advertising to seating arrangements, you can read more about the how on a blog post that I have linked to in more information at the bottom.
I presume that I have been targeted with the ad because of my connections given the relatively sparse amount of data in my profile and posts (most of them are published by a bot based on NASA content).
Given that I work in digital, the targeting seems pretty good so far – I am not British, but lets overlook that for a moment. Instead look at the creative headline and the image below. It immediately created a dissonant feeling for me. There was no 29 images. At least half the people featured are Americans despite the ‘Meet 29 British going to Web Summit in Lisbon this November‘.
Finally 29 British attendees out of a list of 30,000 sounds a really small proportion for an event held in Lisbon – with the content delivered in English. This copy reduces any ‘social proof’ that the ad may have it in trying to get me to attend.
Data is great at creative targeting, particularly through seeing network patterns which otherwise wouldn’t be apparent. Where it tends to fall down is in creative utilising the data.
Ok lets ignore for a moment the divisive nature of the current leadership battle. Or a membership that is fractured between a self-destructive underclass, a squeezed public sector and a despised metropolitan elite.
The thing that struck me about the hustings were not the words but the visual design. This wasn’t the socialist red that we saw from Kinnock onwards, but a dirty pink.
There was a union jack at the back that would have made more sense at a Conservative party conference. The politics of Labour are confused, but not half as confused as current visual presentation.
Generally I find politics a bit too grubby and dirty for this blog and have only touched it when I absolutely, positively didn’t have a choice.
On June 23, 2016 the UK goes to the polls to vote on whether the country should stay in or leave the European Union.
Over the next few days I will be writing two posts (this is the first one). The first of which is about how it has all been presented. The second post will be a guide for my non-UK based friends on what the hell it all means.
Political marketing generally isn’t the most amazing work, though there have been iconic campaigns. Given the momentous decision ahead of voters you would think that there would be a creative advertising campaign.
The US has led the way in iconic political campaigns. My favourites being the ‘Daisy’ ad used by Lyndon B. Johnson against Barry Goldwater.
Ronald Reagan’s ‘It’s morning in America again’ which is curiously soothing yet exceptionally emotive
Barack Obama’s simple messages of ‘Hope’, ‘Change You Can Believe In’ and ‘Yes We Can’ together with a focus on repetition and reach brought out the vote in his favour.
The UK has come up with good campaigns too; the Saatchi brothers ‘Britain Isn’t Working’ that helped get Margaret Thatcher the first time around. Ironically the poster doesn’t contain real unemployed people, but 20 Conservative party members shot over and over again to create the ‘conga line’.
It is such an iconic poster that the Labour party still has to jump over the hurdle of proving it wrong 30 years after its publication.
By comparison Vote In’s adverts lack… creativity and any sort of emotion to pull the audience in. It is like they are selling machine parts to procurement professionals, not a life-changing decision.
Vote Leave isn’t much better. Let’s start off with their domain strategy ‘voteleavetakecontrol.org’ – Google’s Adwords team must have been rubbing their hands with joy. For a campaign the ideal URL would have been voteleave.co.uk (which is a rick roll link) or brexit.com. According to redirect on brexit.com
www.Brexit.com & www.Brexit.co.uk were offered to the various national Out campaign groups for no charge.
After no contact was offered in response it is now up for sale.
School boy error. If you look at their content, they have managed to latch on to emotive themes, but the production values of the material look as it has been done by Dave in Doncaster who does wedding videos on the weekend.
And as we have less than a week to go to the polls the quality of the marketing isn’t likely to get any better.
In fact, the best piece of advertising for either side that I have seen was in Whitechapel. It is simple, snappy, emotive and likely done by an art student given the lack of declaration of campaign affiliation (i.e. a call to action to visit strongerin.co.uk or a claim that it was done on behalf of ‘Stronger In’ or ‘The In Campaign Limited’).
One last thought to ponder in this post
WPP in particular has a reputation for hiring marketing talent from political campaigns, and these people are sold on to clients as fresh thinkers and doers for their brands. Positive examples of this would be Obama campaign veterans Thomas Gensemer and Amy Gershkoff, or my old colleague Pat Ford who worked on Ronald Reagan’s campaign.
There will be marketers getting jobs with serious salaries on the back of this work and the designer of ‘Brits Don’t Quit’ will be working in an intern farm somewhere if they’re lucky. Life just isn’t fair.
Campaign on Labour Isn’t Working.
Ryanair’s EU referendum ad investigated by police | The Guardian – it might be illegal, but at least it has a pulse.
Thomas Gensemer LinkedIn profile
Amy Gershkoff LinkedIn profile
Patrick Ford LinkedIn profile
I managed to get hold of some data about the 10 most shared sites on Facebook and it made some interesting graphs. From a media perspective Facebook has become less social.
For the past year or so there has been a steady decline in the amount of content shared.
This is even more striking when I compared it with 12 months of data from January 2014 to January 2015.
This partly explains media’s push into other channels like SnapChat, especially given that Twitter has hit a natural ceiling in its subscriber base.
Secondly there has been a big push into video content, particularly live video content. Video is more expensive to produce, yet monetisation is difficult. Viewability of video ads is lower than display ads.
Ad fraud or ‘invalid traffic’ is higher on video advertising inventory solid via programmatic platforms – which are the hot new thing. Both of which are issues of concern to marketers and publishers alike.