Why Old School Advertising Is Not Dead

By: George Beall


“Hi, I’m Al Harrington, President and CEO of Al Harrington’s Wacky Waving Inflatable Arm Flailing Tube Man Emporium and Warehouse! Thanks to a shipping error, I am now currently overstocked on wacky waving inflatable arm flailing tube men, and I am passing the savings onto YOU!” Family Guy’s local television commercial personality Al Harrington, of Al Harrington’s Wacky Waving Inflatable Arm Flailing Tube Man Emporium and Warehouse, was such a hit with viewers that he appeared on the cutaway comedy show two more times, selling his wares.

What made Al Harrington, just another crazy cutaway character among hundreds of others, so memorable for Family Guy audiences? It’s simple; every single one of us can relate to watching a similar commercial prepared by local businessmen on regional television stations. The best comedy is relatable, and we all definitely know that old school business that’s still leaning in, counting on traditional marketing tactics just like these.

The truth, though, is that old school advertising is alive and well, and perhaps even better than ever. Although we get a chuckle at old Al’s expense, the results these methods generate are really no laughing matter.

According to the National Association of Advertisers, on-premises signs like air dancers (the technical term for wacky waving inflatable arm flailing tube men) cost less per impression than just about any other form of advertising. Attention-grabbing signage can increase foot traffic by up to 20 percent, which is pretty impressive when compared to around 5 percent for television advertising.

When you think about it, a lot of the traditional marketing strategies are making just as much of an impact as they ever did even if they’ve been a little digitalized here and there. Advertising through mailers, coupons, and lead buying is still hugely beneficial to any business, whether you’re using good old-fashioned snail mail or online sales funnels.

Nevertheless, it’s interesting to note that old school stamp-and-send mailers still tend to perform better than web campaigns. According to Forbes, “while PPC and local SEO helps users find us easily online, using mailers to increase brand awareness is vital in helping us build trust with consumers. Consumer trust increases sales calls.”

Building trust with the customer is what it’s all about, and despite what you may believe about old school advertising, it’s not all about push marketing. While there are plenty of traditional methods that focus on interruption — like commercials during TV shows or idling past a wacky waving inflatable arm flailing tube man on your morning commute — the internet didn’t invent permission marketing.

According to Jake Braun, the co-founder of Kapok Marketing, “technology may have made it faster and more efficient, but businesses have been asking customers to register for newsletters and coupon mailers, gathering information from promotions and giveaways, and implementing loyalty programs for decades.”

It’s no surprise that permission marketing is more successful than interruption marketing, because you’ve been invited into your customers’ lives. They’ve already indicated their interest, so you’re not wasting precious energy on all the people who do not have any interest whatsoever in what you’re selling.

Another important way to establish trust with consumers is through brand recognition. It’s true that the ever-growing field of graphic design has taken comprehensive, consistent branding to a whole new level, but advertisers have always known that a successful logo, catchy jingle, or memorable mascot could take an ordinary business and turn it into a household name.

You only need to look as far as an organization like Coca-Cola to see how classic branding strategies can pay off in American icon-hood.

Last but not at all least, don’t forget about the power of radio advertising. A Nielsen data analysis concluded that broadcast radio reached more than 77 percent of adults each day, making it a powerful resource for companies looking to expand their reach.

Entrepreneur advises using radio campaigns targeted toward establishing yourself as the industry expert your audience can trust, since they will be hearing your reassuring words on the airwaves on a highly regular basis. Radio advertising campaigns are most effective when they run in long cycles (ideally 52 weeks a year), but they are sure to build trust in your expanding customer network.

If you’re looking to grow your business but feel frustrated by trying to keep up with the latest-and-greatest digital techniques that always seem to overpromise and underdeliver when it comes to your ROI, get back to the basics and start kicking it old school.

Advertising strategies that include phone calls, traditional mailers, promotions and giveaways, loyalty programs, consistent branding, and even a wacky waving inflatable arm flailing tube man (because why not?) can deliver some serious bang for your buck. More importantly, though, they’ll develop the kind of trust necessary to establish lasting relationships with your customers.

What old school marketing strategy ha worked wonders for your business? Share your success in the comments below!

Author: George Beall

Source: URL:

How Brands Are Switching Up Their Approach to Magazine Advertising

By: Leonie Roderick


Magazine brands are having a tough time. Sales are falling, and you only have to look at the latest ABC figures to see how fast.

Women’s weeklies are particularly struggling. The circulation of Time Inc’s Look was down 35.4% in the first half of 2017, with sales for Woman magazine down 17.6%. Men’s titles, TV listings and home interest publications also saw sharp declines. News and current affairs titles fared a lot better, in part due to the tumultuous news agenda – thanks Donald Trump.

Simultaneously, advertisers seem to be moving away from the medium. Total ad spend was £877m in 2016, a decline of 6.8% compared to 2015 according to AA/Warc figures. It forecasts that ad spend will drop by a further 8.2% in 2017.

Douglas McCabe, media analyst at Enders, believes this shift is due to a sentiment change among advertisers across all sectors, who prefer “shinier” digital platforms. Digital ad spend grew 13.4% in 2016 to £10.3bn.

“In digital, magazines have no particular advantage like they have in print. This is also a manifestation of a very broad shift to more short-termist marketing. The point of a lot of magazine advertising is that it’s highly visual, brand marketing, whereas what’s replacing that spend is direct response advertising online,” he says.

Despite these figures, magazines still play an important role in many brands’ media mix, and advertisers and publishers are finding new ways of working together. The days of advertorials are long gone, and instead of simply placing their creative in the right titles, many brands are eager to form integrated editorial partnerships instead.

“Brands’ starting point has changed and is now all about partnerships. They are much more integrated and are better amplified than with a purely advertorial partnership,” says Sue Todd, CEO at magazine trade body Magnetic.

The rise of the partnership

Last year, Shop Direct decided to work with a wide range of women’s titles, including Elle, Cosmopolitan, Heat, Closer, New, Red, and Marie Claire, to raise awareness of Very and up the brand’s fashion credentials.

Each magazine developed its own campaign tailored to its audience. While Heat and Closer developed native in-mag content and branded cover wraps, Elle partnered with Very to “take over” its fashion cupboard – a permanent bricks-and-mortar space. During the takeover, Elle and Very curated the most relevant items from the V range for its readers, with the activity supported by video, print and digital.

Elle opened a ‘pop-up’ fashion cupboard to allow readers to browse a V collection that had been curated by the magazine’s editors. The pop-up also offered a VIP area, where readers could have one-on-one styling sessions with the Elle fashion team.

When asked why Very still invests in magazine titles, brand lead Becky Hardman tells Marketing Week it still “wants to go where its customers are”, and that magazines still offer “great reach” as well as credibility.

She adds that the company’s most successful campaigns have been where the magazine titles looked to “push their own boundaries beyond what they’ve done before” to deliver innovative work that focuses on the consumer.

“When we’ve worked with the same editorial teams for a few different projects, the campaigns get better and better. We communicate better, which leads to better creative ideas and more impact for the customer,” she says.

Mixing print and digital


There is also an increased appetite among brands to reach people beyond the print format by creating tailored digital campaigns. Not On The High Street wanted to broaden its appeal to a more varied customer base in the run-up to Christmas. Original content was its top priority.

‘Gift Like An Editor’ was developed as an umbrella concept, which saw the editors of Hearst titles Country Living, Elle, Esquire, Harper’s Bazaar and Red, each curate the most relevant Not On The High Street gifts for their readers. All of the products were also photographed by Hearst’s content studio, to ensure it fitted in with each individual brand.

And this tailored approach seemingly paid off. The brand claims it saw a 100% increase in shopper basket size, made £358,000 in revenue from the ‘Gift Like An Editor’ campaign product sales, and reached over 2.5 million people on social media.

Other brands prefer to take the traditional print format and see if they can give it a 21st century makeover. Earlier this month, mobile operator Three decided to bring digital and print together by creating a video-in-print cover ad as part of its ‘Go Binge’ campaign.

Three paid to produce 500 special covers of Time Out’s weekly magazine, giving readers the chance to stream behind-the-scenes footage of the new Netflix show ‘Glow’.

Jolene Sickelmore, head of communications and execution at Three UK, says print is still an attractive proposition due to its “huge reach” against its target audience of young urban commuters. Time Out currently hands out around 300,000 free magazines every week.

“We didn’t want to look at standard print options though – in light of our pioneering nature, we wanted to actually get the prop into people’s hands and show the UK what it’s like to be a Three customer. We worked with [Time Out] for a good six months on actually bringing this to life logistically,” she says.

“Publishers provide a great opportunity to do that with loyal readership and circulation. Ultimately, the more innovative and exciting ideas publishers can explore with us the better.”

When asked if Three will continue to invest in print despite its declining circulation, Sickelmore insists traditional publishers will remain “a massive part” of the partners it works with, despite a growing digital presence.

She concludes: “As many magazine and print publishers invest into their online offerings, we will continue to value them for the strong and reliable content environment they can provide. If you look at telco as a category, competitors are also still spending here and we believe that print can play an important part in the path to purchase, as well as big brand fame.”

Author: Leonie Roderick

Source: URL:

The Publisher's New Role In Advertising

By: AdExchanger - Jarrod Dicker, vice president of commercial product and innovation

When balancing both proactive and reactive strategies, it’s a continuous battle for publishers to decide when to push and when to pull when it comes to product innovation. With the right investment and understanding of the value it plays for agencies and clients, publishers now have a chance to help drive change in the industry.

Long gone are the days when audience and scale were enough to get ad dollars. And while audience and brand safety are still of massive importance, it’s not enough in the crowded world of media. Speed, for example, was a necessity when the Facebook Instant and Google AMP products were rolled out (reactive). Publishers worked to reduce latency to have an experience on par or better than those on platforms.

Sometimes publishers need to set the trends in order to move advertisers forward. Short-form storytelling and video were trail-blazed by publishers looking to deliver video to users in formats native to device and device behavior (proactive).

The new client and publisher relationship is one of comprehensive utility. In a world where the client must decide what assets to create and where to run them, there needs to be an awareness of how publishers can help partners be everywhere. That means being on more platforms (scale), having less flexibility with creative (investment) and less direct publisher sales (brand affiliation).

The utility role is both strategic and evolving and creates greater opportunity for direct publisher relationships. If publishers are viewed not as just destinations but as technology companies, it opens up a competitive advantage beyond audience growth.

Media Companies Are Also Tech Companies

Clients want to be everywhere but don’t have the means to adapt content for every device, platform and situation. Media companies know how to deliver content across every scenario and have already invested in building many of these things for their newsroom.

Instead of just thinking of those strategies through an editorial lens, publishers should build technologies to isolate those strategies in order to license, sell or consult with advertisers to tell stories in a variety of ways.

Your Platform Is Your Playground

Traditionally, the idea of a publisher’s audience and platform was leveraged to simply sell against. A brand wants to reach a certain audience and that audience lives on their owned-and-operated channels. It was a landscape for delivery.

However, with third-party amplification providers and platforms, that’s no longer enough to win larger campaigns and build lasting relationships. Think of your platform as a breeding ground for innovation. It’s not just a destination but a sandbox for experimentation. There are millions of consumers monthly spending time on your platform. Test new products. Get feedback. Adapt accordingly.  Repeat.

This will allow for new product findings and strengthening of all existing products. It will also open up new revenue opportunities and value for your client partnerships.

Adopt A ‘No-Silo’ Mentality

Ideas come from everywhere; establishing a no-silo mentality is critical to innovate and bring additional value to clients.

Integrate teams to develop new perspectives and ideations beyond their current silo. When building a faster advertising experience, bring in an engineer that’s never worked in advertising before. If you’re building products to make video advertising more efficient, ask a producer for perspective on the overall user experience. Often times, new perspective and breaking down barriers is where the best ideas blossom.

The media innovation misconception is that innovating means filling voids and catching up to competitors. But as a business, you’re already doing something right, so allocate a majority of your attention there. These innovations should not have a shelf life. They cannot expire. Each product and technology should be an attempt in a new direction while being agile and able to adjust based on market feedback and perception.

By building this way from the beginning, the products you build will constantly be ahead of the curve. And instead of a constant reactive approach, media companies can set the course for where the advertising industry should go in order to build better customer relationships and experiences.

Author: AdExchanger - Jarrod Dicker, vice president of commercial product and innovation

Source: URL: