Sainsbury's offers discount on home insurance
27th March 2008
By Staff Writer
Sainsbury's Bank has announced that it is offering 12 months home insurance cover for the price of nine, and a further 10% discount if consumers buy online.
The offer is available to those purchasing both buildings and contents cover together between March 25, 2008 and May 26, 2008.
Neil Laird, manager of home insurance business at Sainsbury's said: "Home insurance policies vary dramatically so its essential people compare policies not only on price but also on the level of cover they provide”.
"Quality cover such as unlimited buildings insurance doesn't have to be expensive and although premiums have been rising, by shopping around and taking advantage of discounts such as ours, there are significant savings to be made."
Up to 1.78 million homeowners without buildings protection, says Sainsbury's
14th March 2008
By Staff Writer
New research from Sainsbury's Home Insurance has revealed that 1.78 million homeowners are without buildings insurance and a further 656,000 people claim not to know whether they have this cover.
The research has found that female homeowners are far more likely to be without this cover than men. Among women, 1.05 million admitted to not having buildings cover compared with 722,000 male homeowners.
On an age basis, 8% of homeowners aged 65 and over and a further 8% of those aged between 25 and 34 admitted to not having buildings insurance, the highest percentage for any age group.
Insurance group in one-year radio deal
by Isabella Piasecka Media Week 19-Feb-08, 10:27
LONDON - Insurance brand More Than is to sponsor Bauer Radio’s Magic 105.4 for one year
As part of the deal, brokered by Bauer Advertising and Interpublic media agency Universal McCann, More Than will sponsor an ad-free hour on Sunday nights, featuring the tagline: “More Is… Giving You More Indulgence”.
Breakfast, drive-time and weekend promotions will also offer listeners the chance to win tickets to four More Than Indulgence Events running throughout the year. More Than, which launched in 2001, is part of the Royal & Sun Alliance Insurance Group
Friday, 4 April 2008
Insurance Related Issues
Prudential ads to back home and motor policies
by Ed Kemp Marketing 01-Apr-08, 08:45
LONDON - Prudential is to focus its promotional activity on its home and motor insurance services after handing its £9m integrated ad account to Inferno.
The insurance company has briefed the agency to develop an integrated drive to promote the two key areas of its business. The initial activity will get under way in July, with work spanning TV, press, online and direct work. The campaign is intended to increase its volume of car and home insurance policy customers, as well as cross-selling its other insurance products.
Prudential, which is part of the RBS Group, appointed Inferno to the brief following a three-way pitch led by RBS head of category marketing, commercial and intermediaries, Chris Bottle. The account moves from direct shop Tequila\London, which re-pitched for the business. The insurance company's media planning and buying will continue to be handled by MediaCom.
Last year, Prudential resurrected its brand character Prudence after more than a decade as it shifts the firm away from its 'Man from the Pru' activity.
Media is vital to direct marketing mix
by Andrew McCormick Media Week 18-Mar-08, 09:00
As demand for traditional direct marketing declines, Andrew McCormick examines what steps media agencies and their clients are taking to keep up with the different approaches to direct mailThe decline of traditional direct marketing is posing media agencies and their clients a number of critical questions about how they should best secure the highest number of responses to campaigns. Should direct operations be merged with digital? How does branded advertising relate to direct marketing? And should campaigns revert to sending messages en masse or pay a premium to develop capabilities to deliver to hard-to-reach target markets.
David Beale, head of direct at Carat, points out: "We need to build our insight on consumer behaviour and produce properly integrated on and offline direct marketing. It's not about going back to the days when it was just direct marketing planners and buyers."Clients' requirementsThe question of whether agencies decide that direct demands a distinct unit or whether it should be merged into their other media operations can be rendered obsolete, depending on clients' approaches, according to David Kyffin, managing director of direct and digital at WPP's trading arm GroupM."Some clients are structured in silos and expect either digital or direct teams to turn up on any given day, so we tend to structure ourselves to clients' requirements," he says.
Big direct spenders in WPP's fold include MediaCom clients RBS and Sky, who take different approaches to direct marketing. RBS sees it as inextricably linked to its activity across all media and has consolidated spend within MediaCom as a result.
Meanwhile, Sky runs its media and ad operations based on which individual agency delivers the best results on any given medium, with the new definition of direct marketing covering a number of channels.This is reflected in Sky's agency roster, where WPP's MediaCom hand- les the bulk of the broadcaster's media spend, Aegis's Diffiniti works on online media and natural search, while part WPP-owned Syzygy agency Unique Digital handles paid search. MediaCom has a stand-alone direct department of 95 people, structured as a self-contained agency, according to joint managing director Clive Howse. MediaCom Direct claims billings of £225m, making it the 11th largest media agency in the UK in its own right.
Sister WPP agency Mediadge:cia, meanwhile, wraps its direct and digital operations into one entity, under MEC:Interaction. Managing partner Jason Dormieux says agencies don't need to restructure to deal with direct. "We resisted the urge to integrate direct marketing in the structural sense in the extreme ways other agencies have," he says. "We can drive integration from behavioural change. Brand planners might not be expert in direct marketing, but they need to know how it affects client sales."Dormieux admits this approach is tough to implement. Direct marketing is not in vogue, and convincing TV planners to make it central to their plan is not an enviable task.Under threatMaking direct response a theme throughout media plans is essential, however, as the days of people picking up a leaflet and calling a number to request a loan or credit card appear numbered.Spencer Stratford, media director at Mike Colling & Company, says: "Mass cold direct mail is increasingly under threat. Markets such as car insurance are dying a death as a result, as buying addresses in bulk doesn't make economic sense.
"The internet is largely responsible for the change. While purchases have often been made on the price promised by clients through direct marketing promotions, the rise of price comparison sites means potential customers often consider the best-value offers, with the company that owns the best brand winning out.Mike Colling & Company has a pedigree in direct marketing, but has had to change to offer clients a range of media options, exemplified by its work in reversing declining subscriptions for Which? (see box).The agency redirected Which?'s media spend from 95% direct marketing to 95% on a mix of TV, radio and press inserts. All of these ads contain a call to action, but are more creative and brand-enhancing than mail on the doorstep.Carat and MediaCom have settled on a model where they have a stand-alone direct department containing planners with cross-media experience. Direct marketing has moved a long way from being seen as a provider of junk mail and media agencies have had to bring in knowledge and skills from all other disciplines to cater for the differing approaches of clients in this new environment.
by Ed Kemp Marketing 01-Apr-08, 08:45
LONDON - Prudential is to focus its promotional activity on its home and motor insurance services after handing its £9m integrated ad account to Inferno.
The insurance company has briefed the agency to develop an integrated drive to promote the two key areas of its business. The initial activity will get under way in July, with work spanning TV, press, online and direct work. The campaign is intended to increase its volume of car and home insurance policy customers, as well as cross-selling its other insurance products.
Prudential, which is part of the RBS Group, appointed Inferno to the brief following a three-way pitch led by RBS head of category marketing, commercial and intermediaries, Chris Bottle. The account moves from direct shop Tequila\London, which re-pitched for the business. The insurance company's media planning and buying will continue to be handled by MediaCom.
Last year, Prudential resurrected its brand character Prudence after more than a decade as it shifts the firm away from its 'Man from the Pru' activity.
Media is vital to direct marketing mix
by Andrew McCormick Media Week 18-Mar-08, 09:00
As demand for traditional direct marketing declines, Andrew McCormick examines what steps media agencies and their clients are taking to keep up with the different approaches to direct mailThe decline of traditional direct marketing is posing media agencies and their clients a number of critical questions about how they should best secure the highest number of responses to campaigns. Should direct operations be merged with digital? How does branded advertising relate to direct marketing? And should campaigns revert to sending messages en masse or pay a premium to develop capabilities to deliver to hard-to-reach target markets.
David Beale, head of direct at Carat, points out: "We need to build our insight on consumer behaviour and produce properly integrated on and offline direct marketing. It's not about going back to the days when it was just direct marketing planners and buyers."Clients' requirementsThe question of whether agencies decide that direct demands a distinct unit or whether it should be merged into their other media operations can be rendered obsolete, depending on clients' approaches, according to David Kyffin, managing director of direct and digital at WPP's trading arm GroupM."Some clients are structured in silos and expect either digital or direct teams to turn up on any given day, so we tend to structure ourselves to clients' requirements," he says.
Big direct spenders in WPP's fold include MediaCom clients RBS and Sky, who take different approaches to direct marketing. RBS sees it as inextricably linked to its activity across all media and has consolidated spend within MediaCom as a result.
Meanwhile, Sky runs its media and ad operations based on which individual agency delivers the best results on any given medium, with the new definition of direct marketing covering a number of channels.This is reflected in Sky's agency roster, where WPP's MediaCom hand- les the bulk of the broadcaster's media spend, Aegis's Diffiniti works on online media and natural search, while part WPP-owned Syzygy agency Unique Digital handles paid search. MediaCom has a stand-alone direct department of 95 people, structured as a self-contained agency, according to joint managing director Clive Howse. MediaCom Direct claims billings of £225m, making it the 11th largest media agency in the UK in its own right.
Sister WPP agency Mediadge:cia, meanwhile, wraps its direct and digital operations into one entity, under MEC:Interaction. Managing partner Jason Dormieux says agencies don't need to restructure to deal with direct. "We resisted the urge to integrate direct marketing in the structural sense in the extreme ways other agencies have," he says. "We can drive integration from behavioural change. Brand planners might not be expert in direct marketing, but they need to know how it affects client sales."Dormieux admits this approach is tough to implement. Direct marketing is not in vogue, and convincing TV planners to make it central to their plan is not an enviable task.Under threatMaking direct response a theme throughout media plans is essential, however, as the days of people picking up a leaflet and calling a number to request a loan or credit card appear numbered.Spencer Stratford, media director at Mike Colling & Company, says: "Mass cold direct mail is increasingly under threat. Markets such as car insurance are dying a death as a result, as buying addresses in bulk doesn't make economic sense.
"The internet is largely responsible for the change. While purchases have often been made on the price promised by clients through direct marketing promotions, the rise of price comparison sites means potential customers often consider the best-value offers, with the company that owns the best brand winning out.Mike Colling & Company has a pedigree in direct marketing, but has had to change to offer clients a range of media options, exemplified by its work in reversing declining subscriptions for Which? (see box).The agency redirected Which?'s media spend from 95% direct marketing to 95% on a mix of TV, radio and press inserts. All of these ads contain a call to action, but are more creative and brand-enhancing than mail on the doorstep.Carat and MediaCom have settled on a model where they have a stand-alone direct department containing planners with cross-media experience. Direct marketing has moved a long way from being seen as a provider of junk mail and media agencies have had to bring in knowledge and skills from all other disciplines to cater for the differing approaches of clients in this new environment.
Behavioural Targeting: New trends in direct response
How to Make Proper Use of Ad Networks
March 26th, 2008 by Cory Treffiletti
Many media planners use ad networks, and rightfully so, as they’re a great tool and provide great services — but after some personal research I conducted over the last couple of weeks, I’ve concluded that many planners are using them incorrectly.
There are three primary categories of ad networks. The first: general networks with lots of impressions served over a number of small, medium and in some cases second -tier large sites. These are the usual suspects when putting together a media plan and include such industry staples as Valueclick, Advertising.com and Tribal Fusion.The second category is behavioural networks: companies that use the same inventory as the general networks, but tend to layer technology for targeting over the top, such as Blue Lithium.
The third category of network is vertical networks: those companies that aggregate together inventory in a specific vertical and provide a singular service to advertisers trying to reach a targeted audience. This category includes GoFish (kids’ inventory) Jumpstart (auto inventory), Glam (women-targeted) and Sportgenic (sports-targeted).There are two ways to use this inventory that match up to your client’s objectives — but I rarely hear of planners using them correctly.
The primary way that media planners use these networks is to achieve direct response goals. Most every media planner will layer networks onto their ad buys and negotiate down the CPMs, place a pixel tracker on the client’s site and measure through to conversions. Many people will negotiate a little further and pay only on a CPA basis, depending on the forecasted conversion and what ROI the network feels it will make and can charge on the back-end.
In most cases this tactic guarantees your client will get second- or third-tier inventory, being bumped by any advertiser willing to pay a CPM. This can work out just fine if you only care about direct response measures, but the flaw here is when media planners layer four or sometimes five or more ad networks onto the same campaign.
The dirty little secret here is that much of the network inventory comes from the same places and most publishers are working with multiple networks, so if you’re layering multiple networks on top of one another for a campaign, you’re likely building lots of duplication into your plan and generating a much higher frequency of exposure than could possibly be effective! High frequency can translate into burnt-out ad units and poor returns. It’s better to identify no more than three ad networks for a given ad buy and attempt to calculate a duplication report for those three players. If you have more than 50% duplication, then your campaign will likely be less effective than if you reduced the overlap.
The second erroneous way I hear of media planners using ad networks is when they consistently overlook them as a proper branding vehicle. To date, across all media, reach and frequency are still applicable metrics (trust me; I tried to argue against this many years before and I realized I was incorrect) — and a branding campaign relies on these two primary metrics, along with impact and attentiveness. To build a brand you first need reach followed by the means to make an Impact on the consumer, or drive what I call the “epiphany point” (that moment when a consumer consciously recognizes they are being marketed to and assertively shows interest or passes the message by). This point can be achieved through strong, very-well-thought-out creative, and therefore frequency can be adjusted, as a result of impact and attentiveness.
Ad networks represent a tool for generating massive reach across networks of small to medium-sized sites at a very cost-effective price. You can negotiate a low CPM here and support any campaign that uses primary portals or even offline activity to speak to its audience.
The ad networks get a bum rap because of the improper ways they’re utilized, but if you use them correctly, they are still a VERY significant tool in the arsenal — though certainly not the tent-pole strategy that many media planners profess them to be. They are a tactic - just one tactic in the toolbox of online media. They are not a strategy unto themselves.
March 26th, 2008 by Cory Treffiletti
Many media planners use ad networks, and rightfully so, as they’re a great tool and provide great services — but after some personal research I conducted over the last couple of weeks, I’ve concluded that many planners are using them incorrectly.
There are three primary categories of ad networks. The first: general networks with lots of impressions served over a number of small, medium and in some cases second -tier large sites. These are the usual suspects when putting together a media plan and include such industry staples as Valueclick, Advertising.com and Tribal Fusion.The second category is behavioural networks: companies that use the same inventory as the general networks, but tend to layer technology for targeting over the top, such as Blue Lithium.
The third category of network is vertical networks: those companies that aggregate together inventory in a specific vertical and provide a singular service to advertisers trying to reach a targeted audience. This category includes GoFish (kids’ inventory) Jumpstart (auto inventory), Glam (women-targeted) and Sportgenic (sports-targeted).There are two ways to use this inventory that match up to your client’s objectives — but I rarely hear of planners using them correctly.
The primary way that media planners use these networks is to achieve direct response goals. Most every media planner will layer networks onto their ad buys and negotiate down the CPMs, place a pixel tracker on the client’s site and measure through to conversions. Many people will negotiate a little further and pay only on a CPA basis, depending on the forecasted conversion and what ROI the network feels it will make and can charge on the back-end.
In most cases this tactic guarantees your client will get second- or third-tier inventory, being bumped by any advertiser willing to pay a CPM. This can work out just fine if you only care about direct response measures, but the flaw here is when media planners layer four or sometimes five or more ad networks onto the same campaign.
The dirty little secret here is that much of the network inventory comes from the same places and most publishers are working with multiple networks, so if you’re layering multiple networks on top of one another for a campaign, you’re likely building lots of duplication into your plan and generating a much higher frequency of exposure than could possibly be effective! High frequency can translate into burnt-out ad units and poor returns. It’s better to identify no more than three ad networks for a given ad buy and attempt to calculate a duplication report for those three players. If you have more than 50% duplication, then your campaign will likely be less effective than if you reduced the overlap.
The second erroneous way I hear of media planners using ad networks is when they consistently overlook them as a proper branding vehicle. To date, across all media, reach and frequency are still applicable metrics (trust me; I tried to argue against this many years before and I realized I was incorrect) — and a branding campaign relies on these two primary metrics, along with impact and attentiveness. To build a brand you first need reach followed by the means to make an Impact on the consumer, or drive what I call the “epiphany point” (that moment when a consumer consciously recognizes they are being marketed to and assertively shows interest or passes the message by). This point can be achieved through strong, very-well-thought-out creative, and therefore frequency can be adjusted, as a result of impact and attentiveness.
Ad networks represent a tool for generating massive reach across networks of small to medium-sized sites at a very cost-effective price. You can negotiate a low CPM here and support any campaign that uses primary portals or even offline activity to speak to its audience.
The ad networks get a bum rap because of the improper ways they’re utilized, but if you use them correctly, they are still a VERY significant tool in the arsenal — though certainly not the tent-pole strategy that many media planners profess them to be. They are a tactic - just one tactic in the toolbox of online media. They are not a strategy unto themselves.
Subscribe to:
Posts (Atom)
