On the heels of Advertising Week and all of the feel-good excitement it generates, the feeling intensified that there’s too much mis-directed emphasis in digital media. The reasons for this could be due to digital media’s “youth,” but I’m worried it’s based more on lack of vision or creativity. Far too often, the take-aways from large events or provider presentations are mired in technical/representational capabilities. The buzz analysis emphasizes media’s reach via platforms, pushes, networks and the like. But reach and placement opportunity is only part of the equation – the thing that’s too often left out of the mix is how they could fit with a brand’s strategy. No matter how cool the technology is or how many eyeballs are reached, if there’s not a clear plan for how the story connects with the eyeballs emotionally or what the end-user will do with this new-found information, all that advertisers are doing is filling pipeline just because it is there.
Image from Advertising Week 2012
(Courtesy of Hunt Mobile)
While we can focus on any part of the media environment to illustrate this, we can look at mobile. Yesterday I came across two pieces online to help convey the concern – CMO Council’s report on companies’ relationship with Mobile and David Gwozdz’ (CEO of Mojiva – a major global player in mobile advertising) recap of Advertising Week in the Huffington Post.
First off, I really like Mojiva and what they are able to do in the mobile space in many global markets via great targeting and interesting ad formats. As such, I was interested in Gwozdz’ take on the conference. Near the top of his recap, he astutely conveys the conference’s permeating message that “technology has to work collaboratively with creative,” but then numbers his top things heard/learned at the conference and all of them relate to mechanics. They are definitely important, but what is missing are the opportunities to connect creatively and what needs to happen strategically to be able to count mobile as a success. He does end on the note that what he listed (and the conference in general) was just a first step and I agree.
The concern is that judgements are being made by CMOs and other C-Level executives relating to mobile based on the possibilities, platforms and metrics, but those don’t always relate to any true strategies or even opportunities to genuinely connect in ways that are right for the medium. As with any new medium, it is a challenge to shift people to do things in ways they had not previously. The thing is, we should have learned from our growing pains with the advent of “New Media” years ago. Everything was mentioned about the mechanics of reaching consumers but it was all in the jargon of other forms of media. Nobody was formulating campaigns to leverage the platform and its capabilities. In mobile, there is a lot to be learned, but that learning curve will be longer as we try to just fill the hole with something that worked for other platforms. Again, as we’ve learned with online advertising — not only do the same rules not apply, they keep evolving.
The one thing that can remain consistent regardless of platform is clear and cohesive strategy – which brings us to the report published by the CMO Council.
The survey of 250 companies’ chief marketer found that there is a general struggle with mobile. Only 8% felt that they had advanced capabilities in the mobile channel. The thing that struck me is — 26% of the respondents are currently building mobile apps and an extra 17% stated that they have a “good level” of competence in mobile marketing — yet only 16% currently have a mobile strategy in place. Of the 43% delving in mobile, only 16% bothered to devise a strategy first?
Once that caveat was established, it didn’t really matter that 43% of the respondents were unimpressed with their results in mobile or the fact that 69% are most interested in social media ads with 54% hot on paid media in mobile. It’s all irrelevant when there is no real strategy to base it on – it reverts back to the shiny object factor and executives’ chase after the hottest new thing.
This obviously doesn’t just relate to mobile media – it relates to every facet of the marketing puzzle. If companies skimp on the foundation of establishing a strategy and just pay for marketing based on what sounds cool or what is the shiny object du jour, there will certainly be a lot of money wasted.
For the sake of all media – publishers, technology firms, brands, planners and agencies need to step up and fully increase their chops in the strategy and storytelling departments. It needs to be a collaborative process. Planners can’t absolve themselves of all creative responsibility. Brands can’t leave it to agencies to fully develop product strategies. Technology firms and publishers can’t figure that clients will easily connect the dots between the ways the shiny object could connect correctly with the consumer. A clear and consistent strategy enables all the parties to up their game and create successful campaigns. That strong strategy also allows others to gain insight into the original vision.
For all players, if you’re not going to formulate a dynamic strategy that energizes the brand, enables those working on it and allows for format flexibility, all you’ll be left with is a bunch of data that doesn’t mean much and even more opportunity (costs/revenue) flowing out the door.
While it sort of makes sense for publishers and technologists to emphasize mechanics, the lack of marketing vision creates an obstacle that doesn’t need to be there. It places too much burden on the clients to figure out how the platform helps them. Conversely, marketers need to build the marketing and media strategy that provide the vision to immediately determine whether a technology or platform works or not. If they don’t fit your strategy, there’s no easier way to move along until you find just the right platform for connecting with your consumers.
Until the emphasis on strategy and the vision it helps to convey becomes commonplace within companies of all kinds, resources will continue to be hemmorhaged with diminishing chances for ROI.