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The following are the shortlisted entries that were presented in
the first half of the session:
1) MediaCom's Media Teleosmosis tool: A technique by which media
planners can distinguish between light, medium and heavy TV viewers
and target them seperately. For the first time, mass TV viewers
were broken up and intensity of viewing became an important factor
while planning. This was a way to quantify the impact of other media
such as print/outdoor chosen to supplement TV spends.
2) Madison Media's Town and Country tool: This tool highlights
that mass media planning and buying doesn't ncecessarily ensure
exposure in certain socio-cultural regions (SCRs). SCRs are areas
(small towns) that are intermediate - not necessarily totally urban
or totally rural. Madison Media proved that people residing in SCRs
should be tapped by examining awareness, accessibility and affordability.
Using the tool, the Madison team defined four clusters - Media Dark,
Regional C&S and press; Regional channels plus press; Hindi C&S
plus cinema. The Madison team proved that Star Plus reach in SCR
regions is lesser than Zee and Sony. Morever cinema channels such
as MAX and Zee Cinema and niche vernacular channels score in these
areas.
3) WPP Media division ATG's View Matrix tool: This is based on
the intensity of TV viewing. It uses cluster analysis techniques
to differentiate between mass viewers and choose homogenous fragments
within the TG; and empowers planners to choose channels and dayparts.
An interesting observation is that women (in households) who have
children watch more television than those who don't. Also the definition
of moderate and light viewers changes from city to city - for instance,
a light viewer in Mumbai could be a moderate viewer in Kolkata.
4) WPP Media mdigital's online innovation for IBM: The specialised
division created a special online community of India's top CIOs,
CTOs by means of an exclusive web-based "club". Studies conducted
showed that the top IT professions spent more time on the Net as
compared to TV; needed to network within their peer communities;
had to seek and put forth views. mdigital came up with the concept
of CIOL online club that practiced neutrality, provided news and
roped in 875 top CTOs, CIOs in the country in nine months.
5) Malayalam Manorama's best media marketing campaign for
2002: The Kerala based newspaper came up with the concept of festivals
and encouraged advertisers to spend more. The revenues increased
by 12.1 per cent in an otherwise recession-hit year. It created
intense activity during Onam, Christmas and New Year - and the soccer
World Cup. On Onam day, the newspaper came up with two issues on
the same day with different editorial content and ads too. It collaborated
with marketers and advertisers during Diwali (not so popular in
Kerala) and created discount melas.
6) Ogilvy Outdoor's media innovation for Tata Safari: Ogivly and
WPP partner networks created an opportunity wherein Tata Safari
allied with Bollywood producer-director Ram Gopal Varma for his
film Road. The agency created a 360 degree spin and managed
to score over Mahindra and Mahindra's Scorpio that was launched
around the same time as the film's release.
7) Euro RSCG's outdoor media innovation for Mukti Foundation on
World AIDS day 1 December: The agency came up with a simple innovative
idea of sticking stickers on 446 manholes in Mumbai city. The message
on the sticker was "You're safe when it is covered!"
8) EURO RSCG's direct marketing media innovation for MAX: The Sony
Entertainment Television owned films and events channel MAX came
up with its "Bade Miyaa, Chhotte Miyaa" film festival wherein films
starring popular Bollywood stars Amitabh Bachchan and Govinda would
be shown. The agency wanted to cut through the clutter and spread
the message to media planners and buyers. It roped in clones (look
alikes) of the Big B and Govinda who visited ad agencies; interacted
with planners and buyers; acted out specially prepared skits espousing
the brand messages of MAX channel and the core proposition "Deewana
bana de".
9) MediaCom's media innovation for Arrow shirt: During peak summer
season, the agency came up with an innovative idea of a Arrow short
jacket covering an entire issue of Outlook magazine. The
Outlook magazine's editorial content focused on the Indian
male. There were 14 textile brands advertising within the magazine
but Arrow didn't take any ad inside. It just used the jacket to
drive home its message.
10) WPP Media Mindshare's media innovation for Pepsi A-Ha launch:
Pepsi launched its unique A-Ha version with a hint of lemon. The
aim was to create excitement and break through clutter using minimal
budgets. The idea was to interrupt in a non intrusive manner; develop
newsiness; increase noticeability through mass reach. The agency
created a mascot A Ha Johnny who urged consumers to discover the
new lemon flavoured drink. The agency negotiated with several newspapers
(Sandesh, TOI, Jagran) and slipped the mascot into a specially
created frame covering the photograph on the front page of the publication.
The brand garnered Rs 650 million worth of sales in four months
and 84 per cent spontaneous awareness.
11) WPP Media owned BroadMind's media innovation for Kodak: The
idea was to extend the Kodak Special Moments property that was successfully
used in TV commercials to print and outdoor. The BroadMind team
spoke to The Times of India group and managed to create an innovation
on the day after the Filmfare awards. The front page of all the
Times of India editions carried the picture of Amitabh Bachchan,
Rani Mukerjee and Saif Ali Khan with a Kodak Special Moments strip
just below the mast head. This was the first time that the "Old
Lady of Bori Bunder" had compromised on the front page picture by
branding it. Therein lies the genesis of the current "square centimetres
buying of editorial space."
Looks as if ad agencies are really teaching publication houses
a thing a two.
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