Marketing Maestros

What I learned at the ANA Advertising Financial Management Conference

By Bill Duggan, Group EVP, ANA
Posted: May 9, 2013 12:00am ET

I am just back from the ANA Advertising Financial Management Conference, where I learned a ton, including:

 The 2014 ANA Advertising Financial Management Conference will be May 4-7 in Naples, Fla.






Highlights from ANA Television Upfront Survey

By Marni Gordon, vice president of committees and conferences, ANA
Posted: May 8, 2013 12:00am ET

ANA has just released the results of our 2013-14 National Television Upfront Survey.  The objective is to better understand this year’s National Television Upfront marketplace from the client-side marketer perspective.   This survey was fielded to a select group of ANA Committee Members and those who have direct oversight of media negotiations were encouraged to complete this survey.

Key highlights:

Social Media Marketing Tips for B2B Companies

By Yasmin Melendez, director of committees and conferences, ANA
Posted: May 6, 2013 12:00am ET

Many B2B companies find it challenging to engage in social media because they don’t know how it ties back to the organization or how to sustain it in the long-term. On May 1, the ANA Business-to-Business committee welcomed Lauren McCadney, senior manager, social media at CDW who shared some tips to leveraging loyal customers that goes beyond ratings and reviews.

Here are eight ways CDW sustains its social engine:

  1. Celebrate those that are delivering great service – Cheers! CDW’s peer-to-peer recognition program, uses customer reviews to celebrate account managers who are “delivering service worth talking about.” This encourages account managers to go the extra mile.
  2. Training insights – If an account manager receives multiple Cheers!, CDW will benchmark what they are doing in order to incorporate those best practices in training of other account managers.
  3. Drive business insights – Analyze customer reviews to discover business insights that can help account managers better serve customers.
  4. Don’t be afraid of a bad review- CDW finds that most people are polite, but if there is an unsatisfied customer it’s an opportunity to win them over.  Lauren advises always acknowledging a “bad review” on social media channels and then taking the conversation offline to see how best to resolve it.
  5. Collaborate with other departments – The social media department interacts closely with the customer care and brand team to ensure that the social editorial calendar links to the solution and brand messaging.
  6. Meet with your social counterparts – CDW holds quarterly social summits to evaluate what worked; what didn’t and brainstorm content ideas and ways to leverage content from other parts of the organization.
  7. There’s no place like home - Find your community. CDW found Spiceworks, an IT community they engage with to build thought leadership and socialize with millions of potential customers.
  8. Identify your influencers-  CDW identified three types of influencers which they bucketed into C-suite types, Bloggers and Super Fans. They work with these influential brand enthusiasts to develop content that resonates with their base.

New ANA White Paper on Brand-Specific Commercial Rating

By Bill Duggan, Group EVP, ANA
Posted: May 3, 2013 12:00am ET

ANA has just released the new white paper,“Brand-Specific Commercial Ratings–Benefits and Solution Providers.”                                            

Earlier this year ANA convened the Commercial Ratings Summit, and then a follow-up webinar, to discuss solutions that could help facilitate the availability of brand-specific commercial ratings for television. Those events featured presentations from eight industry suppliers who may offer solutions for brand-specific commercial ratings: comScore, INVIDI Technologies, Kantar Media, Nielsen, PrecisionDemand, Rentrak, Simulmedia, and TRA. The new white paper highlights solutions from these respective companies for brand-specific commercial ratings, including case studies, and helps continue the industry dialogue on this issue.

ANA member interest in brand-specific commercial ratings is high. In a 2011 survey, 82 percent of members surveyed expressed interest in having ratings available for individual commercials.






ANA members and other industry experts have identified numerous benefits for brand-specific commercial ratings.

Better Knowledge/Increased Accountability 

Better Creative Decisions

Better Media Decisions

Branded Entertainment

ANA expects this new white paper to be a resource for members.  And will continue to advocate on the issue of brand-specific commercial ratings and keep our members and the overall industry informed of progress.

Innovation Day at MillerCoors

By Marni Gordon, vice president of committees and conferences, ANA
Posted: Apr 25, 2013 12:00am ET

I really enjoyed hosting our fourth annual ANA Innovation Day at MillerCoors in Chicago this week!  The event was held in the MillerCoors company bar and the day included great sessions from MillerCoors, Kellogg’s, Rite Aid, Killerspin, plus the social media success behind A&E’s Duck Dynasty!  The conference ended with a complimentary “beertails” happy hour where ANA members had the opportunity to sample MillerCoors products!  Here are a few key highlights from the event:

Top fun facts and quotes shared during the day:

There is No Better Channel for a Brand Than its Employees

By Bill Duggan, Group EVP, ANA
Posted: Apr 22, 2013 12:00am ET

A recurring theme at ANA’s recent Brand Masters Conference was the critical role employees play in brand building. 

My colleague, Marni Gordon, has posted a blog on key takeaways from the conference.

Highlights from ANA Brand Masters Conference

By Marni Gordon, vice president of committees and conferences, ANA
Posted: Apr 22, 2013 12:00am ET

ANA is well known for its fall “Masters of Marketing” Conference, which features terrific content and prominent speakers, including many leading CMOs and other marketing thought leaders. This year we held our first annual ANA Brand Masters Conference which was a very special intimate springtime companion to the Masters of Marketing.  This first-time event was SOLD OUT and more than 320 people were in attendance.

Key takeaways from the conference were:

Time and Tide

By Lynn Santa Lucia
Posted: Apr 22, 2013 12:00am ET

Here’s something marketers need to take a moment to think about: building a brand in real-time.

Let’s face it, we don’t own the brand message anymore. We have the ability to control what we say about the brand, but as far as the ongoing conversation about it goes, marketers have no control.

Then how can we better participate in the conversation?

Sundar Raman, marketing director of Procter & Gamble’s North American fabric-care division, says we need to be spontaneous. We need to be topical, personal, worth engaging with. Most important, we need to be always on— like a news desk.

“The most meaningful marketing is relevant, but the ‘when’ portion is all too often missing,” Raman says. This used to be the case at P&G, he notes, where “processes were built for developing big ideas that delight the hearts and minds of consumers, but not for real-time marketing.”

Enter the Tide Newsdesk, a social media listening post and rapid response center created as a way to discover the buzz about P&G’s familiar laundry detergent brand and amplify those conversations. In February 2012, thanks to the newly launched newsdesk, the brand was able to spring into action following an event in which Tide unexpectedly took the spotlight. On primetime TV, Tide helped out at NASCAR’s biggest event, the Daytona 500, when a crew used boxes of the powder detergent to clean up a fuel spill on the speedway after a crash. The newsdesk released a 15-second ad featuring news coverage of the cleanup, generated buzz, and kept the conversation going strong for days.

“Because of the newsdesk setup we could respond right away,” Raman says. “Marketing was fun again.” This is what P&G means when the company talks about “everyday marketing”— engaging with the consumer moment to moment, and in the process building your brand.

Lessons from the newsdesk approach, according to Raman:

  1. Be prepared.
  2. Use what you have. (You don’t have to create something new every day.)
  3. Do. Learn. Do it better. (The cost of failure is very low, because every day brings a new opportunity — this creates a much different risk mindset.)
  4. Investing in organization and infrastructure will result in greater collaboration.
  5. The ability to respond comes from having a one-brand team — the days of divvying up digital to one agency, TV to another are gone.

So think about it. But act fast.

Counting Blessings, Not Miles

By Ken Beaulieu, senior director of marketing and communications, ANA
Posted: Apr 19, 2013 9:32am ET

Photo by Maeve Reilly

Ken Beaulieu heads down Boylston Street
toward the finish line of the 2013 Boston Marathon

I was one of the lucky ones who were treated Monday in the main medical tent at the Boston Marathon, just beyond the finish line. I had complained of feeling dizzy and nauseous after completing the 26.2-mile run in a time of 3:23:49. When I nearly collapsed attempting to take a seat in a wheelchair, I was promptly whisked into the tent for examination.

“I’m such a big baby,” I recall telling the attending nurse, who informed me that I was suffering from hypothermia and dehydration. “I’m completely wasting your time.”

“Just relax,” she said, wrapping me in a thermal blanket to boost my body temperature. “We’re here to help.”

We’re here to help. Little did she know — or anyone for that matter — that those four words would soon take on a whole new meaning. Minutes after I baby-stepped my way out of the medical tent and into the bright sunshine, two bomb blasts along historic Boylston Street turned the festive homestretch of the marathon into a horrific crime scene. The same nurse who had spent the day dealing with exhausted runners like me was now being called on to help save lives.

I was waiting patiently for my family in the designated meeting area, out of view of the finish line, when the first bomb detonated. It happened right about where I had been standing a day earlier to cheer on my wife and kids at the B.A.A. 5K. “What the hell was that?” I asked no one in particular. It was a question that reverberated throughout the sea of runners, families, and friends. I quickly scanned the surrounding buildings. No smoke. Good. Then I heard the second blast, somewhat muffled this time. Where was my family?

I pleaded with a marathon volunteer to let me use her cell phone. She obliged. I placed a call to my wife. One ring. Two rings. Three rings. Four rings. Come on! Come on! Voicemail. I don’t ever remember feeling so anxious. Then I heard my daughter Jessica cry out, “Dad, over here! Dad!” It was all I could do to hold it together as my wife and three daughters enveloped me, pained expressions on their faces.

“Did you hear those explosions?” my daughter Hannah asked, tears welling in her eyes. “I think we should get out of here. Please, can we just go home?”

Word began to spread that something terrible had happened near the finish line. The race had been stopped. Possible terrorist bombing. People injuried. Police evacuating the area.

As we moved away from the family meeting area and toward the parking garage, the steady wail of sirens sent shivers up and down our spines. There were emergency vehicles speeding to the scene from every direction, and some of the runners leaving the finish area were wiping back tears. We didn’t understand the full gravity of the situation until we turned on the car radio.

It has been four days since the Boston bombings. I’m still struggling with it, still angry, still confused. How could something so heinous happen at a marathon, perhaps the most congenial of sporting events? We may never know.

Amid all the sorrow, I am thankful for having made it out of Boston safely with my family, thankful to the first responders who worked heroically to save lives and ease the suffering. The Boston I know and love will be back. Count on it. And I vow: on Monday, April 21, 2014, I will once again cross the yellow and blue finish line of the Boston Marathon, with arms raised and a more uplifting story to tell.

Bright Outlook from the Gap

By Lynn Santa Lucia
Posted: Apr 19, 2013 8:30am ET

When you’re trying to revitalize a brand, you can get lost in an avalanche of opportunity. And if you’re like Gap’s global CMO Seth Farbman, you can tend to push very fast. The former Ogilvy exec, who joined the retailer two years ago, is a self-described type-A marketer and admits that initially he was looking in all the wrong places to inject some oomph into the brand — namely, at brands that made huge statements very quickly to set the stage for a huge turnaround.

Then Farbman took a breath and asked: What IS Gap? He considered the fundamentals: Gap’s own story and its pillar products. “Without those, we have nothing,” says Farbman, who presented at the ANA Brand Masters Conference. With a renewed focus on the values on which Gap was founded (American optimism and casual style) and on its winning fashion trifecta (jeans, khakis, and t-shirts), the brand is bouncing back. Indeed, we’re all the happier for it.

This would fit right in with Gap’s m.o. to “Be Bright.” “We see Gap as a window to what’s bright,” Farbman says. “We are believers in bright.” By giving us a “store with heart” (a fundamental desire of founders Don and Doris Fisher) and working to “create a brighter future for all” (not to mention offering a new dazzling palette of jeans), Gap is giving us something to smile about.

In the process, Farbman has discovered what really matters:


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About This Blog

To complement our two leadership blogs and build dialogue on the seismic changes happening in marketing, we launched Marketing Maestros. Our in-house citizen journalists will talk about everything from marketing technology to accountability and everything in between. This blog is written for marketers by ANA's marketers whose insights are drawn from the voices of the client side marketing community.