> TRENDS ‘
All traditional media has really engaged into much more digital content, activities and strategies, because they know that they have to change now more rapidly’
doing in this space, with the result that all banks, cars and travel companies are very digital savvy and oriented: they have large internal digital divisions, experts and that’s better for the entire industry.
“Fast movers are not yet there. If some of them start to clearly adopt this kind of strategy, I think that other ones will too. That might have a positive snowball effect on the fast moving consumer goods sector and that’s the one we need online.”
Different digital activities Actually measuring the value of different aspects of digital activity can be difficult, he admits. “In general, we clearly measure video, search, classified, directories and in some markets they have start- ed to include mobile as well. The figures are still pretty small. Mobile advertising in general is still in its infancy. We can see that thanks to the great mobile devices we’re all starting to get it should grow rapidly, but it’s still a very small amount.” It can be difficult for traditional advertisers to grasp how different
tools are used in the marketing mix, he explains. “Sometimes the space you buy on digital assets is often only 15 or 25pc, but then around that space you start to develop an entire story with social and community and mobile is playing a role in an entire concept. It mightn’t be classified as mobile advertising, but the mobiles are used to connect to people, to make them react and make them influence their peers. “I would say mobile is a great tool nowadays. Any ad agency or advertiser wanting to create something special is playing with the mobile, but it doesn’t always mean putting a little ad on the mobile. It’s integrated in the campaign. “In the good old days we produced something that cost 15 or 20pc of our budget. It’s a TV spot. Then we broadcast it and that cost 80pc of the budget. Now, sometimes, the buying process might be 20 or 25pc and the production of all the story might cost you 70 or 80pc. But if the story is right and it gets viral and it gets the big buzz that we’re all looking for, then the reach and the awareness you build will be exponential compared to the low amount of brand advertising that you have put on the digital divide. That’s still a difficult concept for many traditional marketers, because they’re not used to that.” According to Heureux, the IAB only measures the tip of the ice- berg. “We can identify how much is being invested in a part of media space or brand space you buy. The invisible part of the ice- berg is all the massive numbers of hours people are spending to develop a bit of buzz, a bit of social, chat, blogs, Twitter, or what- ever. It’s an enormous variety of hours and hours of people work-
30 Marketing Age Volume 4 Issue 4 2010
ing, creating, animating, reacting and engaging. That’s something nobody can measure.”
It is something that obviously the IAB would be very keen to
measure and Heureux is already working with a European busi- ness school to try to put an overall value on the industry. “It’s clear- ly under the remit of the IAB,” he says. “We are not measuring it because there is no constant methodology. “It’s important that within our education and our contacts with agencies and advertisers, that we continue to highlight that play- ing digital is probably a different game to playing traditional, where it was much more a monologue: ‘I have a story, I build a story and I broadcast a story and you’re sitting in your chair you listen and if you like my story tell it to friends and eventually go to the store and buy my stuff’. “Now it’s much more of an enormous conversation – ‘I have a
story, or maybe you have a story about me, let’s engage in a dia- logue, let’s have a conversation and let’s see how we can promote or help each other’. So then you’re in a process of an enormous conversation where you still try to buy some eyeballs. But when you capture the attention you then enter into a conversation and you end up in an entirely different build up of your campaign and of your strategy. And that’s something we have to educate around.”
Right now, he says, we are in the process of a shift in the two momentums of having a story and wanting to broadcast it to try- ing to start a conversation. And there is a change in the skills required as a result.
“In the past, the work of media agencies was to buy well and get the best reach. Now, media agencies and agencies will probably have to focus much more on buying less and spending more time on data strategy. We have data. We need data strategists and people capable of playing with data so we are reducing the waste and more focused on the right audiences, the right people inter- ested in our messages. “We also need community strategists, we need viral strategists and we need much more manpower than we were used to. So I would say it’s good news for agencies and media agencies. They just need a bit of time to adapt because they need new compe- tences, new kinds of people. And they need to adapt their busi- ness model and their pricing structure as well.” Advertisers, meanwhile, need to realise that they need to be flex- ible and adaptable, he says. “If you see after a month that your campaign is not working, in the past it was too late. You booked the space, you produced your TV spot and it was on air for three months. There was no way to change that. Now I would say to
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