1. Media Planning in Changing Times: SB Chapter 1 Changes in Media Environment –Diminishing effectiveness of traditional media advertising (ad clutter, lack of attention and interest) –More media options and audience fragmentation -- Diminishing delivery of traditional media e.g., Network TV ratings shrinkage due to Cable, Internet, etc

2. Media Planning in Changing Times: SB Chapter 1 Changes in Marketing Approaches –from mass marketing to demass (or niche) marketing –toward integrated marketing communications

3. Media Planning in Changing Times: SB Chapter 1 Changes in the Role of Media Planners –increasing importance and complexity in media planning –requiring more knowledge and innovative, creative, and better ways of delivering messages to the consumer traditional vs. nontraditional media: Examples:

4. Media Planning in Changing Times: SB Chapter 1 advantages and disadvantage of nontraditional media: -Less clutter – greater chance of ad exposure -More attention and reception to ads -Familiarity, though among limited targets -Lack of reliable measurements and accountability

5. Media Planning in Changing Times: SB Chapter 1 Principles of Selecting Vehicles –Traditional criteria of cost & delivery CPM, CPP ? Sources for the media cost and audience data? Tradeoffs between creative requirements and CPM Promotional needs – Exposure-based vs. response-based criteria Balancing quantitative and qualitative criteria –Examples of quantitative and qualitative criteria

6. Media Planning in Changing Times: SB Chapter 1 A note of advice –Uncritical acceptance of or over-reliance on numbers is a dangerous practice and can lead to decisions that common sense indicates are wrong – You should not ignore the numbers and make decisions entirely on the basis of experience

7. Overview of the Media Decision-Making Process: See Handout chart –The decision process is continuous and dynamic –Includes five decision areas (marketing situation analysis, objectives, strategy, tactics, and measurement)

8. Situation Aanalysis: SB 7 & more –Objective of the analysis is to find opportunity areas to exploit or problem areas to correct __________: a medium or market (consumer segment or geographic area) that has not been tapped by the competition that shows great potential __________: Sales are declining in the Southwest for Brand X –It is necessary to assess marketing 4Ps, Marcom elements (sales promo, personal selling, PR, advertising) that will contribute to product sales (long- or short-term)

9. Situation Aanalysis: SB 7 & more –Essential Parts The Product/Brand: history, product packaging, sizes/flavors, price,, PLC, RC, image, The Market: history, size in $ & units, competitive brands/market share, cost/profit structure, Seasonality of sales (yours and others), any pricing trends, Distribution: geographic distribution, type of retail outlets, shelf-spacing, any modes of selling (POP displays, merchandising, in-store promotions, etc.)

10. Situation Aanalysis: SB 7 & more –Essential Parts (continued) The Consumer: who (demography, geography, lifestyle) buys—using MRI, how much, where (retail outlets), when and how (buying & use habits), user vs. buyer distinction, if warranted, who (and how much) influences the purchase The Advertising and Media Analysis: your (and competition) expenditure history (increase/decrease), relationship of ad $ to sales or other com effects, competitive media expenditure analysis (CMR) for the past few years, (media types/classes, individual vehicles, no. of ads used, scheduling of ads) and $ allocation in markets