For media companies, the changes in the advertising sales function will be no less profound. Leaders are already investing in making their ad inventory more interactive, offering new forms of ad tailoring and targeting, organizing their sales forces around customers instead of platforms, and developing integrated solutions that incorporate more elements that were traditionally below the line.
Underlying all these new practices is one fundamental skill: the ability to deal with unprecedented complexity and make choices accordingly. The “million-channel” universe isn’t here yet, but it’s no exaggeration to say that the average U.S. or European consumer has 10,000 entertainment channels to choose from. It was difficult enough for marketers to move from three broadcast networks to 20 cable networks, and then to 45. The fragmentation of audiences and the different ways that different audiences engage further complicate the picture. Each major marketer must learn to develop its own approach to reaching dozens, if not hundreds, of differentiated audiences.
We anticipate that leading media companies will in-source much stronger relationship marketing and experiential marketing capabilities to enable the targeted consumer dialogue and lead generation that marketers crave. Media companies will also need new go-to-market structures with clearer points of contact and differentiated sales and marketing services functions. As the distinction between above-the-line and below-the-line marketing blurs, media companies and agencies have to rethink their planning frameworks and redefine what constitutes advertising effectiveness. In the words of one CMO we interviewed: “The media supplier or agency that knows us maybe even a bit better than we do and can deliver results…that’s the one we want to do business with.”
As in any period of discontinuity, major opportunities for growth and market leadership are being created. At no other time has the potential been so great for smart players, whatever their size, to invent new rules for the game. At no other time have marketers and media companies possessed so many compelling platforms to entertain and engage the consumer. At no other time has marketing been so measurable, accountable, and interactive. Together, these factors are sure to ignite a new era of creativity and innovation in marketing, as well as in media and entertainment. The strategies pursued now by senior management at media and consumer goods companies will play a defining role in who wins and who loses relevance with today’s generation of consumers.
Reprint No. 06204
Christopher Vollmer (firstname.lastname@example.org) is a vice president of Booz Allen Hamilton based in New York. He focuses on strategy development, consumer marketing, and advertising sales in media, entertainment, and consumer products.
John Frelinghuysen (email@example.com) is a vice president of Booz Allen Hamilton based in New York. He specializes in strategy development and implementation for clients in media, entertainment, and consumer products.
Randall Rothenberg (firstname.lastname@example.org) is the senior director of intellectual capital at Booz Allen Hamilton, a media and marketing columnist for Advertising Age magazine, and the author of Where the Suckers Moon: An Advertising Story (Alfred A. Knopf, 1994).