Shift to Post Smartphone World
A new era “after Smartphone” arrives. Powered by soaring mobile traffics, AI (Machine Learning), VR / AR / Fictionless computing are hot icons to catch up with. And autonomous vehicles, for sure!
All this techs are continuously connecting us from this to that, here to there. On December 14th 2016, Wynn hotel announced plans to equip all 4,748 hotel rooms at Wynn Las Vegas with Amazon Echo. And on the same day, Amazon succeeded their first drone delivery service with Prime Air in UK. And what else? Uber started its first autonomous vehicle operation in San Francisco whereas Silicon Valley start-up, Lucid Motors launched the luxury electric car, Lucid Air which goes 400 miles on a single charge. All these are happening day to day and we even do not have enough time to get surprised. Let’s not forget: For all that, Future is made for us, “human-beings”. Let’s enjoy this new techs and ride the comfort and convenience to the fullest.
In 2017, mobile is expected to stand even more at the centre of all communication in Korea, which ultimately leads more to mobile commerce. With 91 % smart phone penetration rate (No. 1 globally as of March 2016) & the fastest internet speed, South Korean will likely consume more contents at mobile. (even TV contents are consumed at mobile)
In line with this trend, contents (including advertising) will be developed & formatted in mobile platform. And mobile advertising will be further developed to reach right audience with more sophisticated performance measurement tools.
As the novelty factor of VR/AR technology cools down, creating more relevant contents will become essential. With Naver and Kakao – two of the biggest online industry giants in Korea – beginning to invest heavily in AR/VR content development, Korean consumers are sure to be presented with various, yet more relevant, contents to choose from.
Along with VR/AR, other technologies – such as AI and Livecast – are being implemented in various marketing platforms. This suggests that now more than ever, technological developments are pushing the evolution of marketing tools – something that the content creators must keep pace with.
The O2O (online-to-offline) business, which has emerged as an icon of Korean start-up since 2014, is steadily growing. In fact, the O2O service barriers are relatively low. Now, however, diffusion and differentiation are more emphasized in O2O biz in order to settle in the market.
Large platform companies such as Kakao are expanding the scale of service diffusion by acquiring related O2O services or providing various services within one type of app by combining the power of O2O service in the related area for win-win.
Personalized O2O services are on the trend such as ”Travel Accommodation” service reflecting the characteristic of single target who enjoys his / her life, “Personalized Beauty” service reflecting the consumer tent that pursues wellness and “Services aiming at 3049 target” that has emerged as the premiere of the health consumption market.
This O2O service, which makes consumers’ lives convenient and enriched, is expected to grow further thanks to mobile acceleration and easy mobile payment service.
Digitalisation has revolutionised the world of media and communication. Will there soon be a period of rest from it all? No, it’s going to continue racing on just like it has, since digitalisation – as a driving force – has brought about several exciting developments. These five trends will keep us on our toes in 2017:
1. Customer centricity and personalisation
The consumer will be at the forefront of all activity
In the past, a product and a campaign were developed for as many people as possible. Mass advertising via scattergun approach worked. Tempi passati – to be ahead of the game today, we need the opposite: to successfully address individual consumers. Advertising is therefore going to experience a powerful shift towards personalisation. “Small Data” as described by Martin Lindstrom and micro-segmentation will help contribute to this development.
This concentrated focus on individual customers, also known as “customer centricity”, will even have an impact on product design: Experience and service provider worlds will emerge, where the actual product – in other words, the merchandise – will simply be one aspect of many. A car manufacturer will then not only sell automobile models, but also complex mobility solutions. Those that are able to use their brand environment to inspire consumers will benefit from lifelong loyalty from individual customers who will possibly – for example with “Amazon Dash” – buy the product again and again at the click of a button. In the marketing of the future, there won’t be any room for “one night stands”.
2. Sincerity and authenticity
Brands need to fight for their credibility
As strange as it might sound: Brands need to be more honest and transparent than ever, especially those for which pretentious claims and marvellous make-believe worlds were devised. In today’s “post-fact” branded times, in which cynical and socially dangerous business flourishes due to fake news, they cannot allow themselves to be pulled into this ever increasing black hole of implausibility. The damages to customer trust and revenue would be huge. Instead, they need to fight this lack of trust steadfastly with honest, authentic communication. Clever content marketing will play a central role here.
3. Storytelling and motion media
Moving images tell riveting stories
People are fed up with content – there is simply too much of everything. They react irritably in response to a lot of what they see. They decide within seconds whether they find an offer good or dreary. Then, they click it away or block it. There is no more ‘neither here nor there’, no more ‘in-between’. The winners of 2017 will therefore be those who understand how to captivate their audience with exciting or interesting stories. If there is one typical characteristic in people, then it’s this: We love stories. Pictures and films are especially well-suited to storytelling, because they can be consumed more quickly and intuitively than text. For this reason, a worldwide advertising trend using films and motion media will set in. First-class work will be rewarded by a strong viral response.
4. Virtual Reality and Artificial Intelligence
New technologies will become standard
New technologies will leave their niche positioning as hip inventions and will become practical marketing instruments.
- Exciting new brand experiences arise from Virtual Reality. The best examples of this are Etihad’s A380 guided tour or the Ikea application “VR experience” in which the kitchen can be examined before purchase. Advertising will become more playful, gaming experience is advantageous.
- Artificial Intelligence advances with giant steps and will enrich and support communication. Thanks to AI, chatbots will develop into essential contact points to alleviate the strain on and improve customer service, for example.
5. Creativity and marketing technologies
Creation takes over leadership
The power of creativity will experience increased appreciation. Because let’s be honest: The enthusiasm for the technically doable, measurable and automatable, which we have digitalisation to thank for, often forced creativity into the background. Online marketing shows us all too well how a dominant belief in technology can squash out any creation and quality. For us marketers, our first and ultimate goal must always be: To ignite enthusiasm for a brand. In the end, it is a top-class, surprising idea that makes the difference. The competition can also operate technology. They are simply great tools – no more and no less.
It used to be a hobby for geeks. Today, Virtual Reality edges towards the mainstream: The VR industry is expected to break the $1bn (£710m) barrier for the first time this year, according to Deloitte; and with Goldman Sachs predicting the market could be worth $80bn (£56.8bn) by 2025 the opportunities are only going to get bigger, taking the industry to new heights.
However, the strongest selling point of Virtual Reality is not only taking us to new heights or places, but turning us into someone else. It has the power to influence our physical and emotional responses to reality by letting us experience this reality – in a virtual world. All we have to do is to give them the access.
Earlier this year, at South by South-West (SXSW) – the big film, music and interactive trade fair, festival and meet-up in Austin Texas – Per Poulston, Chief Innovation Officer of Serviceplan Group, had a chat with Bruce Vaughn, the former Chief Creative Executive at Walt Disney Imagineering. He told him about what the Imagineering labs call “Portals”.
He used the gate to Disneyland as an example: It’s a simple gateway you go through to enter the Main Street in Disneyland. On it there is a sign saying: “Here you leave today and enter the world of yesterday, tomorrow and fantasy”. And that is what people do. They simply and immediately accept being in a world where giant mice are completely normal, where trash collectors routinely break out singing and where the small shops on the street are not fierce competitors but best friends. “Portals” allows us to transport people into a whole new world, a whole new experience.
Once regarded a science fiction fantasy, the idea of a virtual environment is now a very possible future and it works because it puts people at the epicentre of an experience and has the potential to dramatically change the way we approach education and the world of business.
When it comes to education, VR creates a sense of presence to help students vividly absorb and remember what they’ve learned. Technologies such as Leap Motion ensure that users can utilise their gestures and hand movements whilst in a VR experience, maintaining the sense of being in a classroom scenario.
We at Serviceplan Middle East have partnered with SAMSUNG to envision and create an easily deployable VR educational platform in the Schools of the UAE. We want to enable future generations to grow up supported by VR experiences in both the classroom and the workplace – which is very much in line with H.H. Sheikh Mohammed Bin Rashid Al-Maktoum’s vision of wanting to provide “NEW GENERATIONS with the skills needed for the Future.”
By advocating for virtual classrooms, our philosophy is deeply rooted on enabling. We would rather train children to seek and to explore, to teach and to learn from each other, rather than simply being tutored. We would rather have them creating than consuming; innovating rather than just listening. The world of VR means that students have all the information they need right in front of them, without the need to interrupt the experience to reference external materials.
But this is more than just a novelty. Students in developing nations can also benefit from the same immersive experience. VR hardware is slowly becoming more affordable and, like the PC and smartphone before it, manufacturers will seek to produce more affordable options. These devices can then be distributed to developing countries, where students can gain access to the same level of high-quality education as their peers throughout the world. This furthers the democratisation of education, putting students across the world on an equal footing from the onset.
Perhaps the most utopian application of this technology will be seen in terms of bridging cultures and fostering understanding among young students, as it will soon be possible for a third-grade class in the UAE or USA to participate in a virtual trip with a third-grade class in India or Mexico.
Innovation is in Serviceplan’s DNA. In fact, our CEO, Florian Haller, reinvented the art of keynote speeches at our recent Innovation day In Munich by taking a free fall from a helicopter whilst inviting guests to experience an array of 360 and virtual experiences on showcase by our clients and partners, as a bold statement towards our future in innovation. The full clip can now be viewed on YouTube, while the virtual showcase can be experienced –first hand – at our Dubai offices in the upcoming Festival of Innovation. Visit serviceplan.ae to book your seat.
At Serviceplan Middle East, we’ve always counted on clients to recognize the fine line between defragmented and consolidated services as we stood our ground pro-integration. Here we share our successes and some hard lessons learned along the way.
A decade and a half ago, network agencies initiated the epic move towards specialization, marking the exodus of in-house media departments into global media houses. By the time we set up shop in Dubai in 2009, the argument has evolved into full service vs. specialist shops. Full service agencies were valued for their one-stop-shop solution, but were heavily critiqued for going broad but not necessarily going deep. On the other hand, specialist shops were esteemed for perfecting their individual crafts, but were deemed hugely lacking in macro perspectives.
Specialist agencies have become the norm as digitalization started to hound traditional full service agencies. Today, the territories are all but blurred. The demarcation line between creative and media houses have seemingly vanished – with media agencies becoming content creators, and creative agencies becoming learned consultants of content platforms. Specialist agencies started offering integrated and consolidated services, while big network agencies began shape-shifting again. Take the decision of one French powerhouse in late 2015 when it announced that it was restructuring its ranks into four consolidated hubs, putting client services at the heart of its mission. Transformation, it claimed, will be driven by the fusion of technology and creativity, with focused divisions in creatives, media, and technology among its four hubs.
Sticking to our “I” Guns
As believers of Integration, the plan was crystal clear from the onset. While we started the traditional route delivering only offline services in 2009, we stuck to our long-term vision of building a “Haus Der Kommunikation” in Dubai to offer specialized services under one roof. We knew there was no room for alternatives since we belong to an independent, family-owned agency group, headquartered in Munich, whose “Haus der Kommunikation” concept has weathered the industry’s shifting tides across 45 years of operations. 7 years into our own experience, we came to realize that boundaries aren’t limitations but opportunities to reinvent oneself, if only to stay profitable and above water in a region that has yet to see its full potential but is already besought with fierce competition from all angles.
When we started, well-meaning industry advisers were saying you either go big or you go boutique. Boutique was the preferred route to gain a good share off the pies of big-name regional clients who remained stable or were recovering fast post 2008. Niche offerings, they said, would help one zero-in on specific gaps that big networks may not be quick or flexible enough to fill in. Niche, they argued, would guarantee a steady flow of income for boutiques for as long as niche is delivered with measurable efficiencies.
The problem? We were neither big nor boutique. We were, in reality, gap-fillers in our own industry, occupying a niche somewhere between a big network agency and a specialized boutique shop. We were extremely careful not to get across as another “indie” house wanting to capitalize on Dubai’s diversity and central location as we highlighted the hybrid nature of our concept. “A subsidiary of Europe’s largest and most successful independent agency group poised to offer innovative communications, innovative digital solutions, brand-individual media, and strategic market research under one roof,” we soon realized, is a concept unheard of in the region. Worst, it is one that often leaves most clients baffled, and at times doubtful.
But their doubts weren’t unfounded. On lots of occasions, we were too adamant to prove our case that we barged into pitches for specific requirements with a full portfolio of consolidated ideas that span offline, online, even experiential. Most times we would leave presentations patting our backs, elated over pleasantly surprised and extremely impressed prospective clients, only to rub ourselves sore come decision time when we are finally told that while our concept was by all means strategic and commendable, budgets could only accommodate specified requirements. Yes, those heartbreaks came in a handful, alongside our more substantial wins.
But with almost 8 years worth of learnings, we’ve come to reinvent ourselves. Not only are we the first agency established outside of Europe that ultimately catapulted the group’s internationalization, we are also the first to introduce a fifth communication pillar – Serviceplan Experience, which offers brand storytelling in a physical space. Today, Serviceplan Middle East continues to stand its ground, advancing the group’s three invincible “I’s” of Integration, Internalization, and Innovation.
First published in Red Bulletin Innovator.
Interview: Christoph Kristandl
Creativity is elusive. Only too well we know of situations where it abandons us. If we need an idea, if we brood over the solution to a problem – simply nothing comes to mind. It happens. But what if creativity is your occupation? If you have to drive yourself to peak creative performance every day in order to create something new, something as spectacular as possible, and to convey a message as well. And what if it’s a message that nobody wants to see? – Advertising. A conversation with the multiple award-winning Matthias Harbeck.
The Red Bulletin Innovator: You were honoured with more than 600 national and international awards, including 22 Lions in Cannes. Do such honours mean something to you?
Matthias Harbeck: Naturally. If you win a Golden Lion, that’s a feather in your cap. There are people who say that Cannes is something like a parallel society. The true needs of the client would not count for anything there, and it’s a vanity exhibition of creatives who celebrate themselves there. There is even a grain of truth in that. But apart from the fact that quite excellent work from day-to-day business is also honoured in Cannes, you have to view it as similar to prototypes at an auto show or the haute couture of the great fashion shows. What you see there you will never encounter on the street.
Why produce it then?
What’s extremely successful moves the industry forward. Sometimes the idea is so extraordinary, often the technology too. It works with media innovations that can set trends for everyday life.
With what, for example, have you been successful in that regard?
With real-time advertising, for example. With Serviceplan we were able to score a coup with that a few years ago: over 90 minutes of the Champion’s League Match of Arsenal against FC Bayern we switched six 60-second live spots directly into commercial blocks of Free-TV channels. You’re watching normal advertising, for example, on PRO 7, when suddenly an announcement comes, the game is seen live for 40 seconds, and at the end, the Sky-Order Hotline appears, so that in the future you can see such games completely live. The response was huge. Also because, of all things, in one of the slots Lukas Podalski scored the goal which left Arsenal only one down at 1:2! The idea was relatively simple, but the technical implementation was complex. But that’s the sort of thing we’re attempting: something extraordinary, which makes the industry sit up and take notice and which can then take a pioneering role, too.
What advertising trends can we expect in the coming years?
Consider the films in our newsfeeds on Facebook, where you only hear the sound when you intentionally click. That’s not a trend that comes from advertising, but it changes the thinking of the creatives. You have to succeed in being so good in the first two, three seconds that people click on that video. That also means that the sources of inspiration change. You focus on silent film, for example, and why Buster Keaton or Charlie Chaplin were so good at it. Perhaps we’ll soon also produce moving images in 15 different versions in order to optimally satisfy users’ differing expectation profiles and to be able to address them digitally in individual ways. And then there are hardly any campaigns that are originally made for the mobile phone screen. That is a big issue.
“Advertising must be so good that, ideally, people even actively search it out.”
How do you deal with the fact that nobody wants to see advertising?
It is a step forward that increasingly we can provide people with customised content. In the past that was not possible technologically. But that does not make good ideas superfluous, on the contrary. More than ever, we have to surprise and involve people through a new kind of staging. The trouble is that we’re in a permanent competition with thousands of advertising messages, indeed, messages of every sort. On top of that is the public’s practised avoidance of advertising. Therefore, the good idea, the great story, the fascinating staging is more important than ever. Advertising must be so good that people don’t want to just see it and share it, but rather, ideally, they even actively search it out because people are talking about it.
With all the staging, doesn’t the product sometimes get left behind?
That is the great challenge. On the one hand, communication has to become ever more entertaining. On the other hand, there are clients who pay for it and say, “Now where is my product that I want to sell?” Just to say that a screw costs 2.99 Euros is not communication, that’s information. You have to do a balancing act: to maintain contact with the brand and at the same time deliver a certain factor of desire.
A tribute to an intercultural classic
Whenever I meet new business partners in an India-related context across the globe, I cannot resist asking the question: Please tell me what, from your perspective, seem to be the most frequent challenges while doing business in India? – and a part of me already knows that one of the most enduring topics on the top of the charts list is going to be mentioned: The issue of not knowing when a Yes, in an Indian behavioural cultural context, is a Yes.
What I am going to describe happens to me, as an Indian, as well.
I often find myself, even while I am receiving good news, such as for example “Confirmed”, “Yes, it will be done ASAP/by tomorrow/next week”, “Consider it Done”, or, even more confidently, “Yes!! No problem!!!” initializing a process of trying to work out, among others, the following points:
- Is this a Yes about the relationship (me), or is it a Yes about the subject (it)?
- Is the Yes a Yes that will also work tomorrow? Have I provided all the necessary information? Have I made myself properly understood?
- Is it possible only under special circumstances (for example, a colleague has brought both dinner and a sleeping bag to the workplace), or doable in general? Is what I asking for an exception, or an exemption, without my having realized it?
- Would it now be a good idea to respond with: ”wow, thanks, that is good news, and what can I do to support you?”
- Is the one and only person responsible for the “Yes” communicating with me, or is a feedback loop with colleagues and/or superiors required, so that the “Yes” does not only signify an individual´s expression of goodwill? Am I communicating with the person accountable for the end result?
- Is the Yes an agreement, or is the Yes a commitment?
- Is it a Yes to the problem that needs to be fixed, or is it a Big Picture Yes about the process?
- Did I fail to notice that I was actually being told a “Yes, and….”?
Could the missing “and …” part have provided me with the additional information that the outcome would be a “No”?
When I look at my long distance communication with other Indian counterparts, have I said “Yes” often enough, in a world where a continuous necessity to adapt often seems to be the only constant? Just recently, a conference hotel where I had booked a large group for a team event and made the prerequisite down payment informed me that my booking had been cancelled six weeks prior to the event, because I had neglected to “confirm the reconfirmation”. It would have been really essential to emphasize at periodic intervals, that the Yes is a Yes is a Yes is a… – I guess you got the picture.
I am told that I often behave in a predictably Indian way whenever I am confronted with a deadline and someone writes that “it would be really nice if you could provide this by…”. I automatically wait for a few days after the deadline before I respond with “I am happy to report that I am in the process of completing the article”. That´s a “Yes” as well, only a bit more on the elastic side. But then, I am also reacting to a request that I could too easily interpret as negotiable.
This only really works if I speculate successfully that the other side, knowing that I am an Indian, has calculated an invisible additional buffer. In the short term, I have gained additional time. In the long term, I have just helped cement a cultural stereotype, which is not really helpful.
Have I covered all the aspects? Probably not. A “Yes” is, and, as it seems, continues to be in many cases, a point of departure rather than a point of arrival.
When I ask around for good practice recommendations, one of the responses is “Prepare for a Plan B if turns out that it wasn´t a Yes after all”, which does not contribute to an atmosphere of eye-level cooperation, predictability and trust.
Some experts would encourage you to “Learn to Love Ambiguity”, or “Minimize your expectations at the beginning of working together, so that you gain room for pleasant surprises”. It´s not a great long term setting, if your time is mostly occupied with interim damage control. Others may encourage you to spend a lot of time ensuring micro-feedback loops, so that you can celebrate micro-targets. For example, you get the “Yes” confirmed as “Yes, it´s still a Yes” by sending the Indian colleague a friendly reminder every 41 minutes or so : In this scenario , I would feel sorry for both you and the Indian colleague, as both of you might eventually be too exhausted to even appreciate a positive outcome.
I personally benefit from understanding that “Yes” can be the beginning, and is not necessarily the end of a process when we start working together. I try my best to make my counterparts aware of their co-ownership towards achieving a joint result, ensuring that my motivations and requirements are well understood in advance. I invite their participation not only for the end result, but also for the steps leading there, such as creating a realistic time line where things are possible not only as exceptions, but as a rule. In this way, we ideally move together from a simple agreement to the task, towards the far more co-responsible commitment to the process. I invest in time getting to know my counterparts and understanding the environment they work out of, in turn letting them understand where my thoughts and requirements are coming from.
It seems that we often have the tendency in India to start with a huge bandwidth of options, such as the ones described earlier, and then progressively shrink it, while our understanding of the person and the process grows.
If this happens to you, you could gain a practiced eye enabling you to recognize what goes into a “Yes” process – making it easier to repeat success stories and cut off non-efficient processes, with greater confidence and rapidity. You establish a functioning communication culture together with your Indian partners, with a good understanding not only of what you said, but also of what you actually meant, and vice versa. You build a good working relationship, the outcome of which will be the “Yes.” As an Indian friend once summed up:
“When my trust grows, my sentences grow shorter”.
After having spent some time together exploring the “Yes”, some of you may ask “and what about the ‘No’”?
Now, that´s another interesting story…
About our guest author: Sujata Banerjee has been working in the field of cross-cultural management since 1992. She was born in South Germany, has consistently maintained home bases in Germany and India, and benefited from work experience in both countries. Her main areas are: Intercultural workshops, expatriate and reintegration cycle coachings as well as corporate strategy in internationalization processes.
We are looking forward to dive deeper into this discussion with the “Serviceplan International Roadshow: INDIA INSIGHTS” on Tuesday, November 22nd 2016 at the House of Communication Munich. Are you interested in participating in the event? Please contact the dedicated event team via email. The number of participants is limited.
Digital is where consumers are watching brands.
Digital India is the big buzzword on everybody’s lips these days but the scale at which digital penetration is about to explode will ring a bell in your mind.
The key to success for any business in India, is to have a strong digital presence these days. Relevant content on mobile which entertains, informs and engages the consumer is definitely a winner for the 4-screen Indian viewer. Indian internet users who are living in metro cities spend about 24 hours on the internet every week. [Daily the Germans spend at least 2:08 hours online. Users who also go online with mobile devices spend 2:43 hours a day (Source: http://www.ard-zdf-onlinestudie.de/). That’s half an hour less than the Indian users.] Women internet users are rising but the average time spend by women is less than men. However, there is a huge demand on content online. Indians are spending 9.9 hours per week watching traditional broadcast TV, parallelly they also browse smartphones, stream video and watch TV on their laptops or smartphones.
Video Content Consumption
Indians are mostly engaging for downloading video. 82% India’s video streaming audience access video content every week. India’s massive smartphone user base an average video streaming time of 7.4 hours per week. This creates a great opportunity for content creators and distributors so there is an enormous potential for content distribution on digital devices.
[Europe is way behind: http://www.nielsen.com/content/dam/nielsenglobal/eu/docs/pdf/Nielsen-global-video-on-demand.pdf]
What are Indians watching?
|3||Music Shows / Music Videos||77%|
|4||News/current affairs from local TV networks||77%|
|5||News/ current affairs from overseas TV networks||70%|
|6||Local drama series||69%|
|8||Local sport, available on local TV||66%|
|9||Overseas drama series||65%|
|11||Overseas sport not easily accessible on TV||59%|
Source: Nielsen (2015 VOD)
Research Online – Purchase Offline
Consumers in India are researching for online information on any product they have to purchase. They are reading recommendations, people’s experiences, seeking digital opinions before they make a final purchase on goods/services. Recommendation from social networks or friends is something, which is highly in trend these days; a lot of brands are looking for testimonial based ads with real consumers.
The Smartphone Consumers
The number of smartphone users growing everyday, at a very fast rate. There are 170 million internet enabled smartphones currently in India with about 3 million added month on month for the next one year. There is also a boom in “app” business to woo consumers.
Globally Indian ecommerce market is to grow fastest. Today ecommerce is an indispensable part of every Indian’s life today, with homegrown brands like Flipkart, Snapdeal, Myntra, urbanclap wooing the consumers with different tactics every few weeks while Amazon still going strong to provide the bigger platform amongst all. Today ecommerce is offering all kinds of goods and services at the door step of the consumer. Convenience is the key here across all categories of groceries, beauty salon, taxi, solutions, FMCG etc.
The ecommerce sector has seen unprecedented growth since 2014, almost by 34% compound Annual Growth (CAGR) from US $ 3.8 billion in 2009 to US $ 16.4 billion with a projected growth to hit US $ 100 billion by 2019.
Increase in the online shoppers in India from 20 million in 2013 is to 40 million in 2016.
Factors that foster growth in the current Indian landscape are:
- Increasing disposable income across households
- Expanding Urban scenario
- Small families
- Evolving preferences
We are looking forward to dive deeper into this discussion with the “Serviceplan International Roadshow: INDIA INSIGHTS” on Tuesday, November 22nd 2016 at the House of Communication Munich. Are you interested in participating in the event? Please contact the dedicated event team via email. The number of participants is limited.
How do I come up with a film that is complete and takes place around me? Above, below, left, right and even behind my back something can take place. All of a sudden, the rules are different from a normal film in 16:9 format. The following points should make starting out with such an idea easier. Please think now deeply about your brand, and ask yourself the following six questions:
1. Where does my target group like to be?
By using virtual reality glasses, you get the feeling that you are, all of a sudden, in another place. Merely: Which place is the right one for my brand? What do I know already about the needs of my target group? Which are the places that stir up emotions? Which places does my target group know already from my TV spots?
2. In what kind of situation do they want to be?
When it is not a specific place, might it then be a specific moment? A moment with other people? Is it funny, moving or romantic? What is incredible when it happens once to me? Or where would I like to stand directly next to?
3. Where does my target group like to be sometime?
As a spectator, I can suddenly look at the world from someone else’s eyes. And, admittedly, clearly stronger than from a point-of-view-perspective with 16:9 filming.
4. Where can only my brand beam the people into?
Do I organise special events, at which the target group can virtually be present? Do I have a celebrity, whom they can get close to? Should everybody test sit in my new car? Or in a car that has not been build at all yet?
5. What does my brand world look like?
When people spoke about customers entering into a brand world, it mostly referred to a stand or a shop. Virtual reality and 360° films are the first media that can actually bring customers into a brand world. The opportunity for an emotional experience with the brand! Furthermore: How does it look there? What are the colours, how do I meet the people? What sounds or music do I hear?
6. Which place or what experience supports the campaign message?
VR is a new medium, and not just simply a single measure. In the media mix of a campaign it can, for example, take over the part of proving the advertising message. When I claim something on TV, I can make it possible for the customer to experience it via VR or a 360° film.
Two weeks of Cannes are over – an extremely great, exciting but also exhausting time. Strenuous for the brain and the creative muscle. 25 judges from 25 countries. 25 completely different minds with different views, with statements, inflammatory speeches and discussions; simply fantastic.
My conclusion from the area “Direct”: there weren’t any radical, major trends, but there certainly was a “hidden trend”, namely Gender Equality. This issue is becoming more and more important. No matter whether female, male, transgender or homosexual – every person has the same rights.
This is recognised not only by the NGOs but also more and more Super-Brands are showing a clear stance and taking a stand.
A great example is Doritos:
My other highlights
Snapchat, WhatsApp, mail and Facebook … That all trends in communications bring a work that Grand Prix shows that our voice is our most original communications organ, proving “The Swedish Number”:
And yes, breast cancer prevention can be fun. A lot of fun even:
My personal favourite is Case OPT-Outside of REI: it’s incomprehensible when an outdoor retailer abolishes its strongest sales day of the year and thus triggers a whole movement. And with a clear message: do not go shopping – go outside on Black Friday. Enjoy your life, your loved ones and nature. Great great great!
Until next year!!