2. An advertising agency is an independent organization that
provides one or more specialized advertising and
promotion related services to assist companies in
developing, preparing and executing their advertising and
other promotional programmes.
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3. There are basically four types of ad agencies. They are
In-house agencies
Creative boutiques
Media buying agencies
Full service agencies
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4. In-house Ad Agency
An in-house agency is an ad agency set up, owned
and operated by the advertiser. Many companies use
in-house agencies exclusively; others combine in-house
efforts with those of outside agencies.
A major reason for using in-house agency is to reduce
advertising and promotional costs.
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5. Companies with very large advertising budgets pay a
substantial amount to outside agencies in the form of
media commissions. With an internal structure, these
commissions go to the in-house ad agency. An in-house
ad agency can also provide related work such as sales
presentations and sales force material, package design,
and public relations at a lower cost than the outside
agencies.
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6. Reasons to have an in-house agency
Time savings, bad experience with outside agencies, and
the increased knowledge and understanding of the
market that come from working advertising and
promotion for the product or service day by day are also
reasons. Companies can also maintain a tighter control
over the process and more easily coordinate promotions
with the firm’s overall marketing programmes.
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7. Limitations
Opponents of the in-house agencies say that they can
give the advertiser neither the experience nor the
objectivity of the outside agency and nor the range of
services. They argue that the outside agencies have a
more specialized staff and attract the best creative
staff. Also flexibility is higher since if the company is
not satisfied with the agency it can be dismissed,
whereas changes in an in-house agency could be
slower and more disruptive.
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9. We can summarize by:
Advantages Disadvantages
In house agency Cost saving Less experience
More control Less objectivity
Increased coordination Less flexibility
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10. Creative boutique
Creative boutique is an agency that provides only
creative services. These specialized companies have
developed in response to some client’s desires to use
only the creative talent of an outside provider while
maintaining the other functions internally.
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11. Reasons for hiring a boutique
Because he wants an extra creative effort
May be because its own employees of the in-house agency
or the agency that he has appointed do not have sufficient
skills in this regard.
The full-service agencies also sub-contract work
creative boutiques when they are very busy or want to
avoid adding full time employees to their pay roll.
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12. Creative boutiques are usually found by members of the
creative departments of full service agencies who leave
the firm and take with them clients who want to retain
their creative talents. These boutiques generally perform
creative function on a fee basis.
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14. Media Buying agencies
Media buying agencies are independent companies that
specialize in the buying of media, particularly radio and
television.
The task of purchasing advertising media has grown more
complex as specialized media proliferate, so media buying
services have found a niche by specializing in the analysis
and purchase of the advertising time and space.
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15. Agencies and clients generally develop their own media
plans and then hire the buying services to execute them.
Some media buying agencies do help advertisers plan
their media strategies.
Because media buying agencies purchase such large
amounts of time and space, they receive large discounts
and can save the agency’s or client’s money on media
buying.
Media buying agencies are paid a fee or commission for
their work.
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17. Full-service agency
The function of an advertising agency is to see to it that
its client’s advertising leads to greater profits in the long
run than could be achieved without the ad agency.
Most such agencies are large in size and offer their clients
a full range of services in the area of marketing,
communications and promotions.
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18. These include planning, creating and producing the
advertisement, media selection and research. Other
services offered include strategic marketing planning,
sales training, package design, sales promotion, event
management, trade shows, publicity and public
relations.
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19. The full service agency is composed of various
departments; each is responsible to provide required
inputs to perform various functions to serve the client.
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20. A T P A A V R IS GA E C S T- U
Y IC L D E T IN G N Y E P
B AD F
OR O
D ET R
IR C O S
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X CT E WIT R
RE. AT T
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R IN E TA E
R IN E P OO
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RS AC
E E RH AM .
D IN
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RP E
D P.
ET
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21. Client Servicing Dept. …
Very important Dept.
Ambassadors of the Agency
Only ‘contact’ / link between the Client
& Agency
With Client - represent the Agency
In Agency - represent the Client
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22. The Origin …
Client To Account Executive {AE}
AE the ONLY CONTACT of the Client
Client requirement = Instructions
In Advertising = “Brief / ing”
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23. Client Servicing Dept. …
In contact / interacts with “all” the
Depts. of the Agency – hence,
must have through knowledge of
the working and functions of the
Departments
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24. A Good AE ?
Must be:
Very good “Communicator” – listen,
understand & pass - on communication
effectively-
AE must UNDERSTAND the “Brief/ ing”
thoroughly – no ambiguity
AE must be able to CONVEY this “Brief” to
the concerned Department in the Agency
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25. A Good AE ?
Very ‘Friendly & Social’ – get along
with people – Client, Agency and
Third Party
Good ‘Planner’
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26. A Good AE ?
Must believe in “Team Work”
Must think & work towards the
Agency & Client’s interest
As a Team Leader must accept the
Blame for any error, yet pass on the
Praise for the ‘Good work’
Must be open to ‘New Ideas’
Be aware of Media trends
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27. A Good AE ?
Must NOT be unreasonable as to
‘deadlines’ to any Dept.
Ensure that the Creative Team visit
the Client’s plant and understand the
process
Must appreciate the work of the
Creative Team
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28. A Good AE ?
Must have sufficient knowledge of
printing technology
Interact & build good relationship
with other Depts. of the Client
All jobs can’t be Urgent – don’t
accept unreasonable deadlines
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29. The AE should ask …
Why - reason ?
Who - target audience ?
When to reach them ?
Where to reach them ?
What is the time span ?
How frequently to reach them ?
Budget ?
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30. Back In The Agency …
Meeting with Creative Dept. – Art &
Copy
Copy first – visual accordingly
Rough Layouts – to AE
AE to Client
Client may approve / reject / rework
in combination
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31. Back In The Agency …
Processon till Client’s approval
Meeting with Media Dept.
Media selection / recommendation /
estimate
Client may approve / reject / rework
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32. Back In The Agency …
Eventually approved
Scheduling of the plan
Meeting with Production Dept.
Printing estimate
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33. Back In The Agency …
Client may approve / reject / rework
– change in paper / specifications /
quantity / number of photographs
{any change of specifications}
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34. Account Executive {AE}
is the Central
Hub around whom
the Agency
Revolves
&
Evolves
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36. Evolves
Procure new / more
assignments and the Agency
grows …
So does the AE
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37. With Client …
The layouts / media estimate /
production estimates - reworked till
Client is satisfied
Client approves them
Get Client’s approval & signature on
layout, and estimates – gives
authenticity
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38. Back In The Agency …
Approval given to the respective
Depts. to go ahead
Final artwork – Art Dept.
Copy to check the copy
Client’s approval and signature on
Final artwork
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39. Back In The Agency …
Advertisements release in Media as
per media schedule
Release Order { R.O.} to media to
publish / release the advertisement as
per instructions – date, page
number, etc.
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40. Back In The Agency …
Advertisements released in Media as per
R.O.
Media Dept. to make bill and attach
‘Voucher Copy’ as proof of release
Photograph of Print/Clipping/Hoarding
etc. as proof of release
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41. Back In The Agency …
Production Dept. undertake printing as
per the specification of the approved
estimate
Delivery to Client with proper Challan –
P.O. / Letter / Reference number and
obtain the same
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42. Back In The Agency …
Production to make Bill {far as possible
attach copy of printed matter to bill}
All bills checked by Accounts Dept.
Handed to AE
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43. Back In The Agency …
AE to Client
AE to follow Client for payment
AE should know the ‘System’ at Client’s
end for follow up and faster recovery of
money
AE’s job NOT over till payment is received
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44. A Good AE ?
Some important things
to remember
when
visiting
a Client
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45. A Good AE ?
Understand the Services the Agency can
offer
Interact with colleagues about the Client – to
offer better service
Client may not be familiar with Advertising
terms / jargon – try to educate him
Be proactive – a news item, something heard
Get to know as much as possible about the
Client – likes / dislikes
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46. A Good AE ?
Be structured and brief in your discussion
Be punctual
Dress neatly – reflects your Agency
Listen to the Client - understand his
requirement – reconfirm
Do not over commit
Plan your actions and follow up
Be prompt in your Call / Service Report
Follow up for payments
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47. A Good AE ?
Do not over commit
Plan your actions and follow up
Be prompt in your Call / Service Report
Follow up for payments
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48. Ten Commandments …
1. Return Client’s call immediately
2. Send Contact Report regularly
3. Don’t make false promises
4. Check & double check all material & bills
5. Trust your colleagues
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49. Ten Commandments …
6 Don’t take things for granted
7. Be prepared for ‘anything’
8. Take the initiative
9. Don’t be afraid to ask for help
10. Job is NOT over till the payment is
received from the Client
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50. Copy Dept…
Write copy for
Advertisements
Hoardings
Printing matter
Radio
Television
Anything else
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51. Art Dept…
Create visuals / artwork for
advertisements on the basis of the
written text of the Copy Dept.
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52. Visualising …
Creating the ad as per the Copy – thus
understand the language and message
Link of Copy & Visual
Ability to picturize the advt. in
Newspaper / TV / Outdoor / Print
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53. Model Coordinator …
Maintain profiles of Models, and their
details – category, price, availability,
etc.
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54. Media Dept…
Maintain PR & Good Rapport with the
Media Vehicles – Newspapers &
Publications, Hoarding Contractors,
Radio Stations & TV Channels, etc.
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55. Media Dept…
Must have rates and other details of
the Media Vehicles – Newspapers &
Publications, Hoarding Contractors,
Radio Stations & TV Channels, etc.
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56. Media Dept…
Estimate
Plan
Schedule
Release
Follow up
Bill – Client / Media
Handle Press Conferences
PR Dept. of the Agency
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57. Production Dept…
Looks after all the Printing jobs of the
Agency for the Client
Must have rates and other details of
various suppliers like – Printers,
Processors, Paper Merchants, Binders,
etc.
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58. Production Dept…
Estimate
Plan
Schedule
Purchase / Print
Physical Supply / Deliver
Follow up
Bill – Client / Suppliers
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59. Other Depts …
Audio Visual – actual shooting,
editing, and making the ‘finished
product’ as per the approved
“Story Board”
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60. Other Depts …
Coordinating with the various
suppliers and personnel like
camera men, light men, etc.
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61. Other Depts …
Market Research - MBA
Accounts – B.Com
HR / Personnel
Administration
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63. Stages in the client-agency
relationship
Pre-relationship stage
Development stage
Maintenance stage
Termination stage
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64. Pre-relationship stage
The period before the agency has been hired; the first-
impression stage when all are on their best behavior,
trying to get the business or get the best agency
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65. Development stage
The honeymoon period immediately after the agency has
been retained Rules are set and relationship
established .First taste of reality of relationship
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66. Maintenance stage
Maintenance stage is the day-to-day working relationship
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67. Termination stage
Period when all problems are tested which may or may
not be resolved Irreconcilable difference may occur. The
way the termination stage is handled is an important
factor in determining whether the two ever get back
together.
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68. Factors affecting the client-agency
relationship
Chemistry - between client and agency staffs. If there is
proper understanding between them the relationship
will be smooth. If ego clashes occur the relationship
will be stormy
Communication - constant, open, honest
communication is vital for success.
Conduct - what everyone in the relationship does -
both the work process and the work
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69. Product. Changes: Many a time unannounced changes
in product lead to major shift in the strategy which
might lead to friction.
Personnel: In change in Personnel on either side can
lead to change in the relationship equation.
Competitive situation: Change in competitive situation
demand more involvement on both side professionals.
Working Environment on side will influence the
relationship
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70. Issues in the Agency-Client
Relationships
Sales and corporate objectives: Most of the client
want agency to focus on sales and marketing
objectives, instead of only focusing o the creative
strategy.
Return on investment (ROI): Most clients place,
return on investment at the heart of its account.
Innovation and creativity: Is another key toward
enhancing the relationship, as companies
increasingly rely on agencies to come up with new
and innovative ideas to drive sales.
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71. The team members are too junior
Don't understand client business objectives: The
biggest hurdle remains an inability among agencies to
understand their clients' business objectives while trust
and cost also weigh heavily on relationships.
Not responsive
Lack of trust in the relationship
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72. Senior staff unavailable
Incapable of providing Strategic counsel
Overshooting Cost and budget
A slowness to respond to changing needs was
pinpointed as one of the major criticisms of agencies
by their clients
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73. Understanding the Client's Business
When you understand the client's business, you tend to
listen at a deeper level. You'll know what's motivating
your client, and will be able to function from a position of
greater confidence because you have a working
knowledge of situational undercurrents.
You don't need to know all the details. But being familiar
with the landscape of a client's business demonstrates
that you care about the relationship. And nothing builds
trust more effectively than simple attention.
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74. Knowing enough to understand what your client goes
through day by day gives you an advantage over the other
99% of writers who do not trouble themselves to learn.
It also shortens your learning curve, meaning that you
can take more quickly take problems off your clients'
hands -- and therefore off their minds.
There is no greater reward than being trustworthy
enough to perform such a service.
Pay attention to the general flow of your client's business.
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75. The questions you should probe
What's the business focus?
Who are the client's customers?
What does it take to get the client's product or service
into those customers' hands?
What is the client's long-term business strategy?
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76. When working with a small organization, the answers to
those questions will revolve around the whole business.
In a larger company your focus must be on the client's
immediate business concerns, which are often on
satisfying the needs of internal customers. The questions,
though, remain the same in either case.
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77. Understanding the client's business takes time. Approach
the task with determined patience, and avail yourself of
tools that simplify the task. One of the most effective
tools you can use to build your knowledge over time is
the client profile.
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78. Client profile
Building a Client Profile
When you engage a new client, create a folder (real or
virtual) and begin a client profile. A client profile is a
biography of sorts, giving attention to history, the
present, and the future. In it you can record your
observations as your relationship with the client grows,
noting what works -- and what doesn't.
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79. Your client profile should contain:
A brief statement of what the client's business is.
What is the client's product or service? What makes that
product or service unique? In the case of a client who
works in the communications or publications department
of a larger company, you'll want to know both what the
company’s products and services are, AND how your
client serves the company.
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80. Important points to ponder
A list of key client contacts and information
about each one. You'll expand the list over time.
Building good relationships means knowing the
people you work with and understanding what
motivates them. It also makes business far more
pleasant when you are on friendly terms with your
contacts. It's not a matter of feigning interest. It's a
matter of knowing people well enough to create
partnerships that work for both of you.
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81. A brief history of the client's business. How long
has the client been in business? What's the story
behind the product or service?
A simple profile of your client's customers or
clients. Who does your client serve? How does your
client reach his or her clients, and how does he or she
address the business problems of those customers?
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82. A statement of the client's overall business
goals. That's something more than "make money."
Does your client want to be the number one
purveyor of widgets in the world? The number one
provider of janitorial services in the region? Be
specific.
A list of the client's main competitors.
Knowing who your client competes with helps you
see why the client's product or service is
positioned the way it is -- and what could be
wrong with that positioning. Researching the
competition also helps you find better angles for
your marketing copy or product documentation.
You'll see what the competition is doing and show
your client how to do it better.
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83. BUSINESS MODEL:
There are two businesses Model:
• a) Centralized system
• b) Decentralized System
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84. Centralized system:
Centralized Advertising Activity has been defined as that
which - is located at or directed by headquarters,
reporting to corporate sales or marketing head or in top
management.
In operation it gets the necessary product, market, and
budget information from the divisions and then controls
the execution of the various programmes by:
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85. 1. Providing the needed information and guidance to the
advertising agency and other services;
2. Then reviewing and approving the completed work
before getting division approval
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86. In many organizations, marketing activities are divided
along functional lines, with advertising placed alongside
and other marketing functions such as sales, Mktg
research and product planning. The advertising manager
is responsible for all promotions activities. In this system
the advtg manager controls the entire promotions
operations, including budgeting, co-ordination in
production of ads, planning media schedules and
monitoring & administrating the sales promotion.
Eg: Ranbaxy, Cipla.
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87. Advantages of centralized
system:
Facilitates communication
Fewer personnel required
Continuity
Allows for more top management involvement.
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88. DECENTRALISED SYSTEM:
A Decentralized Advertising Activity is operated and
controlled by individual units located in each major
division, usually reporting to a division head or to a
division marketing or sales head. The division advertising,
sales and marketing people and control both the 'what'
and 'how' of the advertising job, getting only advice and
counsel plus miscellaneous services from a central
advertising function.
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89. In large corporations with multiple divisions & many
different products, it is very difficult to manage all the
advertising, promotional & other functions through a
centralized department. These types of companies
generally have a decentralized system with separate
manufacturing, research & development, sales &
marketing departments for various divisions, products
line or business.
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90. Under this system, the responsibilities & functions
associated with advertising & promotions are transferred
to the brand manager who works closely with the
outside advertising agency & other marketing
communication specialists as they develop the promotion
programmes.
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91. Advantages of decentralized system:
Each brand receives centralized managerial
attention resulting in faster response to both
problems & opportunities.
The brand manager system is also flexible & makes
it easier to adjust various aspects of the advertising
& promotional programs such as creative platform
& media & sales promotion schedules.
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92. Centralization or Decentralization
Should advertising be done on a centralized basis or
should the responsibility be delegated to lower levels -
say product or geographical divisions?
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93. In practice, however, it has been found that most
companies follow the centralized pattern of advertising
organization. There are at least two important reasons
for it.
1. It is difficult to transfer the tasks of preparation and
execution of creative advertising from to the many
without loss of efficiency to a great extent.
2. Most companies entrust their advertising work to
outside agencies and it is more convenient with them in a
centralized way
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94. Defining the Essence of a Service
An act or performance offered by one party to another.
An economic activity that does not result in ownership.
A process that creates benefits by facilitating a desired
change in:
customers themselves
physical possessions
intangible assets
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95. Distinguishing Characteristics of
Services
Customers do not obtain ownership of services
Service products are ephemeral and cannot be
inventoried
Intangible elements dominate value creation
Greater involvement of customers in production process
Other people may form part of product experience
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96. Greater variability in operational inputs and outputs
Many services are difficult for customers to evaluate
Time factor is more important--speed may be key
Delivery systems include electronic and physical channels
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97. Elements of the Services Marketing Mix:
“7Ps” 0f the Services Marketing Mix
The original 4Ps
• Product elements
• Place and time
• Promotion and education
• Price and other user outlays
Adding Three New Elements
• Process
• People
• Physical Evidence
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98. Process: A process is the method and sequence of
actions in the service performance. Creating and
delivering product elements to customers require the
design and implementation of effective
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99. People: People strongly influence the customer’s
perception of the quality of the service. Significant effort
given to recruiting, training and motivating employees.
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100. Physical Evidence: Service firms need to manage
physical evidence carefully as it can have a profound
impact on customers’ impressions. Physical evidence is in
the form of buildings, landscaping, vehicles, interior
furnishing, equipment, staff members, signs, printed
materials & other visible cues which provide tangible
evidence of a firm’s service quality.
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101. Understanding the Client behaviour
Any marriage counsellor will tell you that 98% of
problems in relationships are caused by a lack of
communication. A lack of communication in terms of
direct verbal exchange or as is often the case where
exchanges occur, a lack of understanding as to what each
partner is intending or meaning. Too much is left open to
interpretation.
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102. The essence of successful client satisfaction therefore
comes from successfully aligning the mindset and
expectations of both client and professional providers.
This needs to be done not just once but also on a regular
update basis.
Managing a client relationship up to that level is not easy.
It involves a mixture of direct and indirect inputs that
need to be repeated for every piece work and for every
client.
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103. Practical approach
Send 'thank you' letter on client acceptance of
assignments. Ensure that all work is proceeding in
the way that both parties agreed. To ensure it is
on time.
To ensure it is within cost parameters;
To turn 'promises' into 'realities';
Ideally checking at pre-arranged review points.
monitor and report the results of your activities:
To keep the initiative. To create new
opportunities;
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104. To keep in contact with the decision-maker(s);
To re-emphasize the benefits of your work to the
client. Expand your contacts in the client firm. To
increase your awareness of your client's total activity.
To brief, where ethical, other executives on past and
present activities, and on the benefits to them.
Keep up to date with the client's industry and business.
Which will help you identify other recommendations?
To confirm the client's confidence in you as an
interested and informed business partner.
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105. Read the client's publications:
To identify additional client priorities or needs.
To keep abreast of the market language.
Try to attend internal meetings of key clients:
To present your services on subjects under discussion;
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106. To keep clients informed on any of the firm's
activities which might be of interest.
Invite the client or his staff where appropriate, to
your functions to cement the relationship.
Try to get involvement in the client's planning
processes.
Establish a key client monitoring system:
To record past and current activities;
To plan future activities together.
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107. Conflict resolution
In normal circumstances, our natural reaction when
things go wrong is to try to put them right. Often
however, in a working environment the notion of
responsibility is submerged by the fear of being blamed
for wrongdoing, black marked or associated with failure.
This phobia is particularly acute in professional firms
where individual performance is everything.
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108. Despite all the public pronouncements made by various
firms that accepting failure or making a mistake is an
integral part of individual growth, the practical reality is
that most partners find failure or problem resolution
particularly difficult to manage. This is particularly true
where blame or fault is clearly identified. This is
understandable. The combative and confrontational style
of management in certain industries often creates an
environment of blame and aggression.
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109. Ironically part of the issue of failure in these areas is the
very fact that failure or admission of failure being seen as
unacceptable creates a tendency for people to cover
things up. This in turn often makes things worse when
the mistakes are eventually uncovered.
None of us are immune from this tendency; the issue of
complaints or unhappy clients is often felt as one would a
personal attack. Our instinctive reaction is to pull back
and back off.
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110. Accountability
Don't procrastinate and delay - respond quickly.
Don't be aggressive or irritable but rather be
understanding.
Apologise - this is not the same as accepting liability.
Be thorough in your investigation - this is no time for
overlooking other potential issues.
Give a full explanation.
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111. The benefits of resolving client dissatisfaction are
significant. Research shows that consumers who have had
complaints dealt with satisfactorily are more loyal and
more active advocates of the firms they have used than
those who have not had cause to complain.
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112. A happy client is a client who has trust in his professional
adviser. Trust that the adviser has his or her client's best
interest at heart. Trust that the professional adviser has
the capacity and capability to deliver the required
expertise and trust that the fees charged are fair and
equitable.
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113. Client trust is built up over time. It comes from clear
two-way communication. Good listening skills are
essential here. The communication must be
supplemented by regular dialogue between client and
provider. The dialogue must be structured and
incorporate measurable quality standards. Where there is
a breakdown in communication and mistakes have
occurred, these must be dealt with positively and
promptly.
This will not guarantee the perfect marriage but it will
certainly generate a happier partnership.
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114. Long-term commitment
A constant complaint from agencies has been that they
aren’t involved in the marketing process early enough.
However, marketers believe this happens because
agencies aren’t interested in the long-term vision of the
brand, but only the short-term cause of billings.
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115. At the heart of the matter are issues such as the role of
servicing, planning and creative, the need for agencies to
be proactive and a better product offering. It’s a no-holds
barred, no punches pulled, no quarter given battle.
Here’s what BVR Subbu, president, Hyundai, has to say
about advertising agencies in general: “Agencies have
focused too much on FMCGs and the service sector.
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116. The automobile sector is very different. However,
agencies have been conditioned to treat it in a similar
fashion to FMCGs and the service sector. Often, they
cloak this lack of understanding of the automobile
business with jargon. They need drastic refinement in this
aspect.” Stinging words from a man who leads the
marketing charge of one of India’s biggest advertisers.
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117. Why Agencies Lose Clients
Poor performance or service
Poor communication
Unrealistic demands by client
Personality conflicts
Personnel changes
Changes in size of client or agency
Conflicts of interest
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118. Client’s evaluation of the agency
The process of agency evaluation involves regular
assessment of many aspects of performance area:
The financial assessment focuses on how the agency
conducts its business to verify costs and expenses, the
number of personnel hours charged to an account to
an account and what payments are made to media and
other outside service suppliers.
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119. Qualitative assessment explores the agency’s efforts
devoted in planning, developing and implementing the
client company’s advertising campaign and an assessment
of the achievements. For a qualitative assessment even the
small things matter; such as a quick turnaround time,
creativity because this is what the agency is in the business
of, value add in terms of giving the client a creative edge
by giving them a ‘creative leap’ etc.
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120. One can also evaluate agencies by their track record of
losing clients or acquiring new clients and retaining them.
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121. Good advertising is advertising that produces
sustained results:
Good advertising requires:
Thought,
Innovation
Precise execution
Understanding every aspect of marketing,
advertising, design and media.
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122. Consistency, Creativity, Media relations: consistency and
continuity with account personnel: A good agency will ensure
there is consistency and continuity with account personnel. Sure,
junior positions may change, but at the senior managers level, the
client wants expects continuity here.
Basic approach for evaluating creative approaches:
a. Is the creative approach consistent with the brand’s marketing
and advertising objectives?
b. Is the creative approach with the creative strategy and
objectives? Does it communicate what it is supposed to?
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123. c. Is the creative approach appropriate for the target
audience?
d. Does the creative approach communicate a clear and
convincing message to the customer?
e. Does the creative execution keep form overwhelming the
message?
f. Is the creative approach appropriate for the media
environment in which it is likely to be seen?
g. Is the ad truthful and tasteful?
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124. Certainly a good agency will have passion for their client –
not just the day they pick up the new account, but next year and
the year after that. They will work hard to keep the passion alive
and stay fresh.
A good agency will have a positive attitude, as negative thoughts
and feelings about the client eventually leak into the work.
The agency must immerse themselves in the client’s industry. An
agency owes it to the client to provide sound advertising and
marketing counsel. This holds true even if they think the client
doesn’t want to hear what they have to say.
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125. A good agency will keep in mind all of the pressures that
exist on the client’s side. The client’s contact people may
have many internal variables they have to work with that
impact how—and how soon they can respond – and the
speed of that response.
Take seriously the responsibility for spending a client’s
money The agency should recognize that take seriously the
responsibility for spending a client’s money as if it’s their
own is a big responsibility – one it should take very
seriously if they want to remain a valued partner.
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126. They will not be “yes” people. Finally, a good agency will
remember that they are the experts in marketing and
advertising. A good agency staff will have a firm point of view
and “sell” for their recommendations to clients—they will not
be “yes” people.
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127. The parameters on which an ad agency’s
creative services dept is evaluated
Agency regularly produces fresh ideas and original
approaches?
Creative executions are consistently on strategy?
Research is effectively used in strategic development and in
pre-post testing of advertising
Creative group is knowledgeable about the company’s
products, markets and strategies?
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128. Creative group is concerned with good and consistent
advertising communications and develops campaigns,
ads that exhibit this concern
Creative group produces on time and submits for
review in time to permit orderly revisions
Creative group performs well under pressure
Agency presentations are well organized with sufficient
examples of proposed executions
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129. Creative group participates in major campaign
presentations
Agency presents ideas and executions not requested
but which they feel are good opportunities.
Creative group takes constructive criticism and
redirection
Creative group effectively controls costs
Overall evaluation of creative services
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130. Parameters on which an ad agency’s
Media services dept is evaluated
Media group actually explores the new uses of various
media available
Agency media recommendations are objective and
reflect sufficient knowledge of company’s markets, target
consumers, services and objectives
Agency exhibits a broad capability in media as opposed
to specializing in a particular medium
Agency keeps client up-to-date on the trends and
developments in the field of media
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131. Agency subscribes to and makes use of available and
applicable syndicated media services
Agency engages in original research in the field of
selection and usage of media
Agency provides client with regular review and analysis
of competition’s media’s usage
Agency media administrative practices are adequate,
including co-ordination of media schedules, contracts,
checking media to verify advertising has run, etc.
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132. Agency media administrative practices are adequate,
including co-ordination of media schedules, contracts,
checking media to verify advertising has run, etc.
Agency regularly conducts post-buy analysis on all
media placements in a timely manner
Agency is effective in media negotiations for best
possible rates and position for the company’s
advertising
Media plans provide sufficient flexibility for
opportunistic buys or other cost saving strategies
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133. Agency communications plan objectives and rationale
effectively to brand management
Media strategies establish specific and measurable goals
for reach, frequency and other objectives
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134. SELECTION OF AN AD AGENCY
When the advertising or the marketing managers go
about selecting an advertising agency, they generally
follow the following steps:
1 } Define what they want in an ad agency in terms of
some specific services required etc.
2 } Tell the news media, such as The Brief, A&M, as well
as local business editors that you intend to select an ad
agency for your product. They will spread the news.
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135. 3 } Screen the agencies that have replied to the
advertisements on the basis of certain criterion and
narrow the field down to four or five agencies.
4 } PRESENTATION/PITCH - Herein agencies that
have been short listed receive an invitation from
companies to make presentations. Through these
presentations the agency may succeed in selling its
services to new clients. The agency describes its
experience, its personnel and capabilities, procedures,
and demonstrates its outstanding work.
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136. The presentation may be speculative, requiring an analysis
of the prospect’s marketing situation and propose a
tentative ad campaign. The purpose is to indicate what
kind of ad campaign they would create if they had the
account. Such pitches are expensive and involve great
deal of time and preparation without any assurance of
gaining the business. Many ad agencies are disinclined to
welcome and participate in such events as they believe
agencies should be selected on account of experience
and the quality of services they have provided to previous
clients.
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137. 5 } Choose the new agency on the basis of certain
criterion and also at the same time inform the other
agencies as to why they were not chosen.
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138. Parameters that the client looks for
while choosing an ad agency
Agency’s knowledge of the advertising process
Agency’s knowledge of the product category
Client’s basis of experience with the ad agency
Client’s knowledge of the abilities of the agency
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139. The chemistry between the agency and the client with
respect to the kind of interaction between them, the
understanding of mutual needs etc.
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