Other Tools & Resources
Interview with Pam Hamlin, President, Managing Partner, Arnold, at the 2007 ANA Annual Conference.
This is a letter sent to the ANA TV Advertising Committee discussing the reasons for media auditing.
List Of Dub Houses That Encode Commercials (per Nielsen)
ANA members describe how they define a marketing best practice, how they measure the success of a marketing best practice, what processes they use to share best practices across their organizations, and more.
Jim Garrity, Chief Marketing Officer at Wachovia, provides four survival tips for CMOs.
Letter sent explaining changes in the AICP guidelines.
Document explaining why treated Payroll Taxes and Union Pension/Welfare cost as a cost-plus item and/or placed below the line at a lesser markup should not be practiced.
Letter composed by the President and CEO of Business Affairs Matt Miller, addressing addressing claims that clients are requesting that certain budget costs be treated as below the line or as cost plus items.
Provides instructions on how production companies can best determine, charge, and obtain payement for services provided to clients.
Information outlining benefits of Ad-ID and reasons why it should be adopted.
ANA members provide insight on their internal agency structures, including information on how many people are staffed in their internal agency and how they track cost savings for their internal agency.
Distributed among the agency relations committee, the benchmark determined what member companies with an internal agency structure call individuals with account management roles.
A predictive model approach has been newly introduced into the Yellow Pages research community by Directory Share Ratings (DSR) that requires scrutiny as to the adherence to ARF guidelines for audience measurement. A review of the prediction model methodology employed by Directory Share Ratings raises some important issues/questions about the reliability and robustness of their data.
This case study outlines the evolution of Anheuser Busch Super Bowl ad campaigns, including the Bud-Bowl, the "Bud-weiser-er" frogs, and the "Whassup" commercials, demonstrating that success is directly linked to the ability to create entertainment for key customers, young men.
This case study outlines Super Bowl ad campaigns for cars and tires. It highlights Ford, Honda, Isuzu, Chrysler, GM, Porsche, Nissan, Volkswagen, Goodyear, and Michelin.
This case study explains how FedEx used Super Bowl ads and bolstered its brand.
This case study explores how McDonalds set itself up as American's conscience through its Super Bowl ads. For a long while the game worked for McDonald's because it stayed true to its folksy formula, reminding America what our collective values are: good parenting, kindness, connecting with each other, and gently guiding us to reclaim them.
This case study demonstrates that Gillette understood the power of the Super Bowl as a launching pad to reach men. Equally important, it knew when not to use the Super Bowl. While a good chunk of the audience is female, launching a woman's product here would have been wasteful.
This case study outlines financial institutions' involvement in Super Bowl ads. American Express, Mastercard, Visa, First Union, New York Life and Hartford, Progressive, John Hancock, and E*Trade are highlighted. Some found success; others decided that Superbowl ads were not cost-efficient.
This case study discusses the evolution of Master Lock's shot lock advertising campaign that became a regular part of the Superbowl. It also explores Master Lock's decision to leave the Superbowl advertising game.