Advertising and Marketing

April 8, 2013

We’ve dialed in the direct response because we know where our audience is and we know how to find them and we know how to speak to them. Now we need to be in more conversations than we currently are. And that’s where we’re going to find the traditional media really helpful.

KEMPEMA: This notion of traditional media kind of makes me laugh a little bit because there’s 20 of us around this room and we all probably consume media differently. So the notion of relevancy is probably the most compelling piece.

A multi-channel effort is key. Understanding your audience and how they consume—key. Not everybody consumes media the same. Not everyone follows the bright, shiny object, whether it’s social media or anything else.

First and foremost, we have to consider who the heck are we as a company or a client? And then who do we engage with and how do they consume our brand going forward? And if it’s traditional, so be it. But by giving it a moniker of “traditional,” it almost denotes it as ineffective. And that’s kind of a strange concept.

ROBINSON: As it relates to traditional media, we actually have had great success with radio. In terms of an inexpensive means of reaching that mass audience and getting the brand message out there, we still are very happy with radio. You’ll hear that traditional media is dead. I don’t buy that. There are still disciplines within traditional media that apply effectively.

SNAVELY: I have a real hard time with the word “traditional.” I don’t even think about it that way. You can dial in online execution, direct response, daily, weekly, hourly. Online direct-response campaigns are very measurable. But adding a traditional brand-awareness campaign can improve those online results.

An example would be the billboards we put up for the first time ever. It’s employment branding—we’ve got to hire 500 people in the next year. The impact that has placed against our search marketing and the lift we’ve seen in effectiveness on search in 30 days is remarkable. So it’s that partnering of the two things, for different objectives, that makes me feel traditional media is relevant. Because it’s making my direct response dollars stretch.

YOUNGREN: I don’t think there’s any single answer. It’s not such a black-and-white decision. For us, it depends upon what the client’s trying to do, it depends upon what the budgets are, it depends on what the objectives are, who the audience is. It’s all about having everybody sitting at the table and making a decision in the best interests of the client.

One of the things that we’ve been better about in recent years is integrating the traditional media folks—to use a term that we all agree is sort of outdated—with our digital media folks, bringing everybody to the table at the same time and trying to brainstorm in the best interests of the client. Sometimes it might be a mix that relies heavily on television and outdoor and radio and the things that we would regard as more traditional. Sometimes it might be a mix that relies more on digital media, social media. We don’t have a one-size-fits-all answer.

DeNAUGHEL: Our media department is actually called “Digital and Media Activation.” So social, digital—it’s all a part of media. They’re just different media. All you have to do to show the relevance of traditional media is line up your KPIs, line up your online results, and when TV is on and when TV is not on, and you can see a direct correlation.

MELCHIOR: It’s refreshing to hear Leslie say that there’s opportunity to leverage the traditional means with digital means. Because all too often when we meet with a vice president of digital marketing, it’s almost like they’re at war with the other group on the other side of the table. There’s a big disconnect there when you don’t sync up all your messaging through all of your channels. If you’re not saying the same thing on social media that you’re saying on billboard and on radio and on TV, there’s a disconnect and you miss out on a huge opportunity to leverage the dollars you’re spending on either side if they’re not synced up. Just this morning I saw RC Willey running a paid Twitter campaign that syncs up with their television campaign.

A challenge we see a lot is that it’s not one marketing team. It’s traditional over here, and they’re trying to do one thing that’s amazing, then you have digital over here that’s trying to do their own thing.

KEMPEMA: An unfortunate reper-cussion of the economy has been the “sales now” mentality. Everyone’s been talking about the KPI, the ultimate dollar sign. There’s the transactional connection that we’re trying to create with our consumer, our customer, but there’s also the emotional engagement with brand. Think about the long-term effect of that. I have brands that we’ve worked with: Verizon, “Can you hear me now?” Intel. Mastercard, with “Priceless.” Those are brands that have equities that transcend the “sales now” mentality. It would be an unfortunate mistake for those folks if they just maintained the “sales now” mentality and had the transactional connection as the only part of their mix.

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