tigerbond’s Post

#ChineseNewYear is just around the corner and the Hong Kong adland seems to see a dip in ad spending on CNY #branding campaigns. In fact, editorially, we in the newsroom have received fewer CNY campaign pitches than last year. This time, MARKETING-INTERACTIVE spoke to agency leaders including Rudi Leung, MBA, Peggy Hon and Jan Lee to explore the client spending patterns on CNY campaigns this year. #BrandingCampaigns #AdSpend

💥 Two blockbuster campaigns were launched by Telstra in September, with the creative direction for the telco under new CMO Brent Smart becoming clearer. ❤️ More broadly, “Deals You Didn’t See Coming” and “Welcome to Footy Country” attempt to infuse the seminal work of Les Binet and Peter Field (of ‘The Long and the Short of It’ fame). 👀 But is creating ‘Captivating’ content all the matters when it comes to brand success? 🛒 What role does ‘Connecting’ back to the brand and ‘Compelling’ behavior play in translating creativity into commercial outcomes — both in the short- and long-term? Read more 👇👇👇 https://lnkd.in/gczNTHrp

This model of having a large agency to manage day-to-day demand and an independent that can think and act independently of its ownership structure is a great mix for clients at the size of Telstra. There is no doubt that Bear Meets Eagle on Fire has been Australia's bravest shop since they named their agency. Worldwide agencies founded by creative leadership will always have this advantage. With Telstra pushing its $248 million advertising budget around next year there will be great work to come. This will inspire more great work across Australian advertising. If you're a CMO start asking who you have around you that you trust to help you reach for better work.

A whopping seven marketing agencies and two PR agencies for the latest EE brand & campaign refresh. I would have liked to be a fly on the wall to understand how they all married together for a central outcome & and strategy. Looks fresh. I wonder how much of the mix is performance-based... #adagency #ee #advertisingnews

Every year we invest in being a part of the Indie List through Strategy Magazine. We are even more excited about our article this year and all the work we featured from our amazing clients! Enjoy the read - https://lnkd.in/giUcu6qh #adagency #advertising #creative #creativeagency #humanconnections #elementalto #independentagency #strategy

Imagine a holding company folded their brands Converse, Umbro and Cole Haan into Nike? What does it say? It says the businesses weren’t doing well. The irony is we’re in the business of building brands, telling businesses brands are important, integral to growth, that it’s a long term investment and yet, we’re not demonstrating that ourselves. Honestly I think the disruption is here. I joined when it was a growth industry. It’s not now. Adobe now has AI that can customise banners and website experiences individually at scale, connected to your backend logistics, so promotions are personalised. We lived off the day of awareness. Now it’s razor thin margins of conversion. Do we still need big ideas. Of course. But maybe not in the form we’ve been selling. Maybe it’s not what clients want. Or their customers. Look at Liquid Death, the fastest growing fmcg brand in recent years. Pure brand innovation. Who was their agency? Their consultants? If they were to become brand consultants, wouldn’t you rather go to them? I don’t think it’s a holding company or boutique agency issue. It’s an exponential change issue. It’s AI that moves at that speed. You need to harness that power, move at that speed, come up with ideas that convert, and maybe reconsider instead of charging for time, you charge for speed. You need to move at the speed of technology, business and customers. Time is what you don’t have. We used to be the disruptors. Now we’re the disrupted.

Leo Burnett UK strengthens strategic offering with two senior hires https://ift.tt/sRWLCxq Leo Burnett UK has strengthened its senior strategy team, led by Chief Strategy Officer (CSO) Josh Bullmore and Deputy CSO Tom Sussman, with the appointment of two new Planning Directors, Ipeknaz Erel and Rebecca Priest. Erel, an industry rising star and diversity champion named on the IPA iList 2024 shortlist joins from McCann London and will lead strategy for McDonald’s. During her six-year stint at the agency, including time at its New York office, Erel led planning and strategy for campaigns for brands including eBay and Just Eat. For the latter, she was instrumental in developing the “Did Somebody Say” brand platform and led the recent “The Joy of Everyday”, which instigated a step change in Just Eat UK’s strategy. Priest also joins from McCann London, where she spent eight years crafting strategies for clients including Nurofen, Mr Kipling and Nestlé Cereals. As Strategy Director, Priest led Nurofen’s “See My Pain” campaign, making women’s pain more visible through clinical research, product innovation, and a regular commission of the Gender Pay Gap Index. At Leo Burnett, she will bring her expertise to Allwyn, operator of The National Lottery, and Morrisons. Rebecca Priest, Planning Director, Leo Burnett said: “Leo Burnett UK is an agency I’ve admired for a long time, both for their consistently brilliant creative output and their unwavering dedication to populism. They’re absolutely killing it right now and they’re a lovely bunch of people to boot. What more could you ask for?” Ipeknaz Erel, Planning Director, Leo Burnett said: “I am thrilled to be joining an amazing agency with great momentum and ambition. The work from Leo’s keeps proving its world class creative excellence and I am so pumped to get in on the action!” Tom Sussman, Deputy Chief Strategy Officer, Leo Burnett added: “Ipek and Rebecca are both exceptional talents and their perspectives will only enhance the work our fast-growing team is delivering. This is an incredibly exciting time for the agency, and I can’t wait to see what we can do together.” The appointments follow a busy six months for Leo Burnett’s strategy department, which has welcomed a number of new talents in the first half of 2024, including Omari Green as Planner, Ilana Green as Senior Social Planner, Imo Gowen as Senior Comms Planner, and Alisya Rozhan as Planner. Source: Leo Burnett UK via Marketing Communication News https://marcommnews.com July 16, 2024 at 06:01PM

Well written article by Avi Dan “WPP may think that clients don’t care about agency brands. I believe that brands matter to clients. They care about the differentiation, and agencies with clear positioning and set of values that they can relate to or choose to align with. Now, maybe some clients don’t care about these storied brands, simply because they’ve had the soul ripped out of them since they were acquired. But clients clearly care about agency brands. This is why they’re choosing Wieden Kennedy Droga5 GUT Anomaly Martin, Mischief @ No Fixed Address and Goodby Silverstein & Partners over big legacy networks that have been ‘merged’ to the holding companies to within an inch of their lives. Brands are important because they attract great talent. Clients that want great, distinct, effective, fame-building and value-generating work go to powerful brands. The best talent wants to work somewhere that is famous. I think WPP forget that it isn't just the names which smart clients love, it's the people. Clients need great people. The advertising business is just people and ideas. So, yes, the names aren't important, but when they start merging different cultures thinking it makes no difference, then they're very, very wrong.” #wpp #vml #wt

I believe this signifies the beginning of the end for advertising agencies. My observation is that as consumers demand more personalization, a lot of brands downplay their identity to broaden their appeal to a wider spectrum of tastes - i.e. recent logo redesigns to become more generic. Now, the downstream impact this has to advertising agencies is only logical. Agency brands representing client brands are also becoming less relevant, especially considering the fees they command. Brands are directly engaging influencers and getting better contractual flexibility without significantly reducing their conversion results. Alternatively, they are building up their in-house capabilities to effectively “engage” with consumers sustainably, as opposed to “advertising” their products and services to them. Yes, there are technological advancements (such as GenAI) that is speeding up the change, but I believe the crux of the seismic transformation was triggered by gradual shifts in consumer behavior over the last decade and how the whole commerce value chain had been permanently altered as a result.