|
Radio, of the 3 major mediums, is arguably the most difficult to make work and
for a whole bunch of reasons too numerous to cover here. Having said that, when
a campaign or schedule hasn’t worked the first thing to do is analyze the
components i.e. Did the copy have a strong enough sales message? Was it the
right message? (As we said last week, there’s little benefit in selling snow
blowers in Summer). Were there a sufficient number of commercials to drive
reach and frequency? What were the weather conditions? Of course each of the
above should have been evaluated prior to the campaign going to air. We tend to
do a post campaign analysis, which is a little like closing the gate after the
horse etc. It’s always seemed peculiar to me that we in radio (and it’s not
just our medium that drops the ball here) never seem to conduct a PRE
campaign analysis … wouldn’t that make more sense?
One of the most vital elements in this evaluation
(whether it be pre or post campaign) is whether or not the Account Manager has
sufficient creative juices, experience AND training to be
able to spearhead the campaign strategy.
Personal
Assessment
We should also continually challenge ourselves! How often do we accept
sub-standard copy? How often do we accept just an OK platform on which to base
the campaign? How often do we accept insufficient weight in the schedule to
deliver our client’s message with the most powerful and effective reach &
frequency? How often do we look at the weather forecast and advise the client
to pull the schedule because there’s a 100% chance of golf ball sized hail right
at the time of the client’s outdoor sale? Every person in every department
involved with the campaign should be evaluating the campaign (or at least their
component) and challenging whether or not they believe, based on their own
departmental expertise, whether they feel the client will achieve the end result
objective. (I can hear you all cry … “But we don’t have time!” … That’s
fine if you’re prepared to accept mediocrity … if not, make the time).
Real Life
Example
Let’s just take one element of the campaign analysis. About a year ago, an
Account Manager from a station with which I was involved, returned from a client
meeting with a reasonably hefty 26 week spend. The business category was a
Banquet & Conference facility. The Account Manager was justifiably excited by
the size of the sale. We then took a look at our strategy versus the client’s
objectives. The Account Manager’s strategy was to market the facility as a
“function center”. The client’s focus was on promoting:
¨ Wedding
receptions
¨ Business conferences and seminars
¨ Landmark birthdays
¨ Christmas parties
Seemed reasonable. But then, reality set-in.
This booking represented four campaigns! Each campaign had its own unique
target audience. Each campaign required a different schedule. Each campaign
needed a separate commercial.
“Couldn’t we just
run one spot to cover the lot?”
End Result:
Failed campaign. The commercials would be trying to achieve too much and
therefore defy the “KISS” principle. Confuse the hell out of the audience and
you’re doomed to failure.
“Couldn’t we rotate
four separate commercials?”
End Result:
Failed campaign. The targeting then becomes ineffective. Different target
audiences require different scheduling and placement. Furthermore, you
dramatically dilute frequency to the point of rendering the campaign ineffective
i.e. there’s insufficient spots in the schedule to drive effective frequency for
each commercial. It’s also the case that each campaign/flight requires
different weight.
“Couldn’t we run weekend schedules to enable us to deliver a lower rate and
therefore more spots?
End Result:
A diluted and probably failed campaign with lower audience reach and probably
less frequency. In any case, there’s also lack of effective targeting with a
lesser schedule and you MUST deliver the message to the
right audience.
“Couldn’t we give the client a bonus schedule?”
End Result:
We diminish the worth and value of our product. We’re also demonstrating a
mistake before we even commence the partnership with the client. Besides,
“We don’t give our product away … we sell it!”
All of the above are examples of the “run to the
bank” mentality. All of the above are focused on benefit to the radio station,
the Account Manager and the station’s budget. Instead, the focus should be on
the benefit to the client. I GUARANTEE, focus on benefit to the client
in every case, your client loyalty will increase and over time, so will the
client’s spend. And … guess what … people love sharing their good
experiences with others, this client will begin recommending you (what a
concept!). That personal recommendation is worth a million dollars, you can’t
buy that word of mouth!What a testimonial!
Here’s The
Solution
And there are a number of fixes:
1.
Identify
the most profitable part of the business i.e. chances are it’s weddings. And
structure the campaign solely on weddings. You can then help the client
generate additional business from potential customers attending the wedding
receptions with direct mail pieces, on table invitations, couponing and offers
for business conferences etc. etc.
2.
Strategize
(which should have been done beforehand). Design a targeted campaign delivering
the client’s sales message to:
a.
For Weddings
… Brides and Mother’s of the brides.
b.
For Business Conferences and Seminars … Business decision makers who plan and book conferences (probably
secretaries/personal assistants).
c.
For Landmark Birthdays
… This is the hardest of all, again, the client should nominate which is likely
to be the most profitable birthday on which to target i.e. if it’s a husband’s
50th, the target is 40-54 females, if it’s 21st
birthday’s, the target is the Moms and Dads of the 21 year olds. Then assist
the client with on table marketing for repeat business for other birthdays and
business functions.
d.
For Christmas Parties
… Likely to be similar to business conferences, although often businesses have a
Christmas party committee.
3.
Re-Cost The Campaign
and recommend to the client a higher budget. Chances are, you’re going to anger
the client, but planning would have prevented the situation and made you appear
more professional. We need to be, in effect, the client’s advertising agency
and one-stop marketing shop.
4.
Walk From The Business.
Hard to do, but consider this … in doing so, you’re demonstrating to the client
that you have their best interests at heart and you will likely benefit from
that perception.
I’m constantly saying that there are many reasons
why radio commands only a 6% - 8% share of the national ad dollar. The above
are only a couple of examples as to why.
Radio is the hardest of the mainstream media to
produce dynamic return on investment for our advertisers. However, more often
than not, we’re our own worst enemy. We in radio need to tighten our reigns on
running campaigns and schedules, we know beforehand, are likely to produce
little or no results for the client. We must also focus our vision on being
more genuine about the client’s return on investment, which, on our part, is
radio’s investment in our own long term revenue growth along with demonstrating
our ability to generate compelling RESULTS for the client.
Radio is a fantastic advertising investment, but
all too often, radio’s single minded focus is on
our mercenary “run to the bank” mentality. Which philosophy holds greater
financial benefit for your station?
See you next week.
We
invite your interaction and comments on any of our weekly sales topics, just
click on this link
StrategicMedia@msn.com
and
email us your feedback, we'll be happy to publish your comments and input on our
website.
|
