When you look at the data, you find that much of the advertising that is done is not just mediocre ¬- it doesn't work. When I make this statement to my clients and students at the beginning of an engagement or course, they don't believe me. They can't believe that companies - especially the big well-known ones - would spend so much money on a business activity that is not effective. They assume that high-paid marketing executives....
- Know how to create or approve effective ad content,
- Are able to determine what is good and bad,
- Have mechanisms to measure the effectiveness of their marketing communications.
Unfortunately, when you peel back the onion, you find that these assumptions are too often wrong.
According to a study by Insights One as reported by Media Post's Center for Media Research, "Americans Are Fed Up With Bad Ads (with) 87 percent of American adults 18 and over are putting their foot down on the number of irrelevant ads they are willing to see before they ignore a company completely." This latest data is not a vote of confidence for ad performance.
What about Super Bowl Ads?
Companies spent $4.5 million for a 30-second commercial on the 2015 Super Bowl. Surely, they have to be effective. They reach an audience of about 110 million, and a lot of resources are spent on them. Year after year, the data shows that they are not effective in selling the products advertised. In fact, many cannot even remember the products advertised.
CMO tenure is half that of CEOs
While the average tenure of CMOs has trended upward from 23.2 months in 2006 45 months in 2014, it still quite low - only half that of the average for the CEO. As those who have been in executive positions know, it often takes that long to figure out if their marketing campaigns are working. And the available data shows us that they are not working very well. Additionally, the reasons for the upward trend since 2006 are not related to better ad content, but to (1) the economic downturn in 2008 and the (2) increased complexity of marketing programs that incorporate social and digital media (which most executives admit they still don't understand). In other words, these became good excuses for giving CMOs some more slack.
Measuring ad performance is still wanting
In his book, Ogilvy on Advertising, David Ogilvy (the adman that many claim is the model for the Don Draper character in Mad Men) quoted Stanley Resor, the head of J. Walter Thompson for 45 years as saying,
"Every year we spend hundreds of millions of dollars of our clients' money. At the end of it, what do we know? Nothing."
Not much has changed since then. Most marketing content is void of mechanisms for measuring performance. Just look at any ad in a magazine or commercial on TV. Few if any have any mechanism or code to attempt to measure the effectiveness of the communication. As an ad agency executive told me, "Our focus is on selling clients to hire and retain us - not on selling their products." Everyone has been talking about ad metrics for eons, but the direct and digital marketers seem to be the only ones that are incorporating performance metrics in any meaningful and comprehensive way.
Seven steps for creating a more successful marketing communication
During the Golden Age of advertising, there were a good number of people in the marketing business that knew what they were doing. Some of them had an innate understanding of the triggers that sell people, such as Shirley Polykoff and Bill Bernbach. Others, such as David Ogilvy, Rosser Reeves and John Caples, developed a methodology and catalogued what works and what doesn't. To create advertising that sells, the following steps are bound to help.
- Headline. On average, five times as many people (83.3%) read the headlines as read the body copy. Therefore the main points, expressed as benefits, should be in the headline. To help insure that the target audience reads the headline and finds out where they can buy the product, the headline should also "hook" or grab the reader so they do not turn the page, click the next link, or switch channels.
To give you an idea how this model can be applied to creating marketing communications, I have included a couple of successful communications I created for clients. The first is an ad I did for Qiagen (a former client in Germany) that won a response award from Science Magazine. The second is an ad I did for the security software division of Hewlett-Packard.
How might you apply this model to creating successful marketing communications for your organization?
When good ads will outnumber the bad
In the increasingly complex world of marketing and business, two major things have to happen for more ads to be good than bad. Marketers have to do a better job of knowing what they are doing and selling their bosses that they know what they are doing. And, CEOs have to do a better job of understanding marketing and how important it is to the success of the business in order to properly hire, evaluate, and promote the marketers in their organization. When that happens I can retire.
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