Thanks to a rapidly growing media population and segmented consumer base, the job of the media strategist has been complicated, multiplied, and intensified. Being a strategist is more time-consuming than it was a decade ago. It is now more difficult to make the right choice. But the ultimate goal remains – to communicate the right message to the right consumer in the right medium at the right time and in the most cost-effective manner.
Just as media choice has fragmented, so too has the consumer lifestyle. Take the youth market as an example. They are technologically advanced, have many more media options to tap into, and are therefore incredibly difficult to reach. Their lifestyle dictates their media consumption.
One of the key challenges is managing information. Strategists need to know everything about all available media all the time. They also have to keep abreast of new developments within the media scenario.
Today, there are some 1 355 newspapers and magazines on FCB Headspace’s systems; over 200 radio stations; information on those that do audio-streaming Highveld, Jacaranda, YFM, RSG; almost 60 television channels including satellite; 62 additional radio stations on DMX (DStv); a couple of thousand local websites but probably millions of websites internationally; thousands of outdoor sites; hundreds of taxis; hundreds of malls in which to view cinema and these are just the mainstream options. We still have to consider the non-traditional or unconventional mediums being created on a daily basis.
If a strategist had to research and prepare strategy next month as opposed to today, there would be new choices: new magazines, maybe a new community radio station, probably a new ‘alternative’ medium. Viewed as an ‘ideas bank’, where the strategies for reaching consumers are often originated, the media department is constantly bombarded by suppliers’ proposals.
Although the interaction with suppliers is essential (knowledge implies understanding the players, being aware of radio personalities, editor movements, TV programming, etc.), it would be more valuable if all media suppliers were consistent and responsible. A well-known publication recently sent out proposals to media planners, only to close their doors a few days later. Surely the management knew the title was in trouble?
Then there’s the scenario where planners and strategists learn about new publications or stations by chance when they pick up an article about the launch. Why did management not think to advise the media departments ahead of time, and directly? The strategist would probably have to take another title off the schedule to utilise a new opportunity: clients’ budgets don’t increase every time the number of media options increases.
The strategist would probably have to take another title off the schedule to utilise a new opportunity: clients’ budgets don’t increase every time the number of media options increases.
So not only are there endless choices in terms of mediums, but there is also the challenge of breaking through the clutter when using these that is, developing innovative media ideas. Alternative media suppliers continually approach media departments with exciting and viable opportunities. However, the challenge extends to using traditional media in an unconventional way. For instance, you can break through clutter using traditional television by aligning a brand with a programme that has similar character and personality. This effectively leverages the message through programmed sponsorship.
The approach also works within the broader mass market. The power of ‘word-of-mouth’, the most powerful communication vehicle, can be achieved by using characters of a programme to endorse a product. This has been done on a limited television budget with successful sales results.
Ultimately, for a media strategist to do the best job possible, he or she needs the support of the media suppliers. The better equipped we are with relevant and concise information, the greater the success of the execution.
The questions a media planner asks when making a decision:Can it be measured?How many people will it reach?At what frequency?At what cost?Demographics?Psychographics?Share of voice?Does the media match the brand objectives, target market and positioning?
Strategic media considerations for overcoming the clutter of a competitive environment:Use new media types to reach new markets?Outspend the competition; advertise where they aren’t?Are there any client-imposed restrictions?Is the budget sufficient to do the job properly?Is the market seasonal? Is the medium seasonal?Can media make the creative more creative?Should the flighting be concentrated?
FCB Headspace is the brand and media-neutral strategic resource within the FCB South Africa group. Christou has been in the industry for 12 years; first as a media co-ordinator for a media owner and then as a media buyer and planner at both above- and below-the-line agencies.