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Date & Time
Starts: Wednesday, September 10, 2008 at 9:30am
Ends: Wednesday, September 10, 2008 at 2:30pm
Location
ANA Headquarters
708 Third Avenue (btw 44th and 45th Street)
33rd Floor
New York, NY 10017
Agenda
I. MEMBER CASE STUDY: INTEL & TUMRI, LEVERAGING NEW INTERNET ADVERTISING PLATFORMS
Internet advertising is known for its direct response capabilities, but can internet advertising be leveraged for more, such as awareness campaigns or even seen as a primary research tool for both offline and online initiatives? Nancy Bhagat, VP, Integrated Marketing at Intel, and Calvin Lui, President & CEO of Tumri, will lead a case study where Intel was able to leverage Tumri's new advertising platform to accomplish these seemingly divergent goals - awareness, user action, and research - all in the same campaign.
Speaker: Nancy Bhagat, VP, Integrated Marketing, Intel
Calvin Lui, President & CEO Tumri, Inc
II. INTERACTIVE MARKETING PRACTICES & CHALLENGES: RESEARCH FINDINGS
As part of her graduate work in Strategic Communications at Columbia University, committee member Elaine Lawson conducted qualitative research among members of the committee. She asked questions about the interactive marketing practices and the challenges they face at their respective companies. Elaine will share the results of the study, including initiatives of the companies' interactive efforts, and top barriers preventing marketers from truly engaging in interactive marketing and advertising.
Speaker: Elaine Lawson, Marketing Leader, Interactive Marketing, MasterCard Worldwide
III. MEMBER OPEN DISCUSSION (starting at 12:30pm)
a. In June 2008, Google and Yahoo reached an agreement that allows Yahoo to run ads supplied by Google, alongside Yahoo search results. It is estimated that Google's share of searches is 60+%, and Yahoo draws about 17% share of searches. Yahoo expects the agreement to generate an estimated $250-$450Million in incremental cash flow. The deal is currently in front of the Senate's Antitrust Subcommittee. What will the impact of this partnership be to advertisers?
b. Benchmarking Questions
i. Jennifer Pouchot from SEI would like to hear how others are organizing their digital teams and integrating with traditional forms of marketing communications. Jennifer runs the Digital Media Team, which is part of Corporate Marketing. Corporate Marketing has a number of other teams: Print, Events, Direct, PR, Research, and Brand. We're trying to form a more integrated approach to working on marketing campaigns and are struggling with some of the natural divisions within our teams. For example, the digital designers and print designers perform very different functions and sit in different teams. Some of the projects they work on, however, intersect. It's not always clear which type of designer should do the original concepts for these "combination" projects. It's difficult to articulate how a digital designer, and team, functions differently from a Print or "Traditional" team. Do other companies have creative people who sit in two different teams but create streamlined work? How? Or are they putting all creatives together? If so, are they pulling Print or "Traditional" designers into their Digital Teams or the opposite?
ii. "What are the pros and cons of hiring a design firm and a different firm to build the back end for a web site? A member prefers to split up the work, and also believe you can save money this way. Will this provide us with the checks and balances we'll need since we have zero internal IT on this project?"
iii. Gordon Abel from Barclays Global Investor Services is interested in hearing how other marketers are dealing with the challenge of integrating various data sources when there is data inefficiency from various digital data suppliers and metrics (e.g. Atlas, Pointlogic, Omniture, etc., combined with internal sales data) How are other companies organizing their data, and who is responsible for managing this process?