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QR Codes. Gimmick or Viable Marketing Strategy?

By Amy Phillips, Creative Director

There’s never a dull moment in ad agency world when it comes to technology and new media applications. So one might ask, “what’s up with all the hubbub about QR codes?”

qr_codesShort for Quick Response, QR codes were originally created in 1994 by a subsidiary of Toyota for tracking vehicle-manufacturing parts. Today, QR codes are quickly becoming more popular than traditional (vertical line) barcodes. Why? Because QR codes can hold up to 7,089 characters, whereas the traditional codes only hold a maximum of 20 digits. With their horizontal and vertical designs, QR codes not only hold more data than a traditional barcode, they can take up about one-tenth the space. Small QR codes are called Micro QR codes. Another big advantage to QR codes is that they can be scanned from any angle, which makes for much faster reading.

How do they work? Any smartphone equipped with a digital camera, along with decoding software can transform the data into meaningful content. The most common uses are to connect to a web address, dial a phone number, start an email with an address in place, and download an MP3. These actions happen at lightning speed.

Where do they work? Any medium where a QR code can appear or be printed. So, beyond the obvious, like magazines, newspapers and business cards, QR codes may appear on buses, signage, t-shirts, bar coasters, even tattoos.

So how can they work in branding and advertising? “QR Codes can definitely be used to enhance your marketing. These codes are useful for connecting with customers, capturing data, sharing exclusive content and increasing engagement. However, when the thought process of how and why consumers will use or be motivated to use QR Codes is not considered – then we’ve lost our way.” — Nathan Smoyer

An example of poor usage is placing a QR code in a television commercial. The idea that anyone is going to watch TV and wait to capture/scan a QR code is ludicrous. Rather, give the audience a simple URL and direct them to web content. This makes a lot more sense.

The medium is the message, right? So, placing a QR code in an outdoor environment like on a bus, subway, or poster where the target audience has time to see and scan the code could work well. But you have to make sure the audience riding those buses matches the target and has smartphones. More importantly, still, make sure that you are directing the audience to a user-friendly (mobile) site. And make sure it’s worth their while. This audience can tweet a negative remark about a company in a few seconds.

Interestingly, misuse of QR codes in marketing has triggered some negative sentiment toward the technology. Commenting on the Cannes Lions International Festival of Creativity this year, BBDO top creative and juror Dan Fietsam described work for Samsonite by JWT Shanghai as “beautiful creative” that was “contextually right” and didn’t have a “freaking QR code on it.”

About QR Codes

QR Codes Are Stupid

Comment About Cannes Grand Prix Awards

The Future of Agency Relationships: Is it Time to Rethink Your Agency’s Role?

In the latest issue of Marketing News, Josh Bernoff (VP, Forrester Research and coauthor of Groundswell: Winning in a World Transformed by Social Technologies) asks the question—Is Your Agency Relationship Past Its Expiration Date? He says it’s time for marketers to rethink your agency’s role, and then rethink your own.

Based on a new Forrester report titled “The Future of Agency Relationships”, his premise is that in a stable media era, agencies can specialize. As a result, many marketers have a silo-driven approach to their agency relationships—an advertising or creative agency, an interactive agency, a direct marketing agency, a PR agency, etc. While this approach creates additional effort for brand continuity oversight and often some internal squabbling, it is the price you pay for getting the best experts in each discipline.

According to Forrester Research, that approach works fine for a world where channels are relatively stable, campaigns have a beginning and an end, and customers respond to messages pushed at them. But that stability no longer exists. The number of channels continues to explode - today its Twitter and phone apps, but what will you need tomorrow? As word of mouth becomes more important and push marketing less effective, marketers will need a consistent, long-term relationship with an agency model that is more adaptive and understands the need to think more broadly than the current specialization model provides.

The new Forrester study concludes that with the rise of social media and digital proliferation, we are entering an Adaptive Marketing era. In this era, mass media is no longer the foundation of marketing communication, and will force a change in the expectations of what marketing agencies can and should deliver. Marketers will need agency partners that are more agile, can build long-term relationships with active customers and communities, and can use data to drive real-time decisions. The key needs marketers will require from their agencies are ideas, interaction and intelligence.

Agencies must think about ideas that not only build the brand, but will work across every appropriate platform. Instead of creating an idea and leaving it to the silos to plan and implement, creativity has to be collaborative so that all possible communications get considered at once. And as customers change, marketers and their agency must change along with them.

Agencies must develop a framework for a new level of interaction with customers. Agencies have always been good at outbound messages, but have not played a similar role with inbound interactions. Smart agencies will need to adapt their approach in order to listen to online discussions, identify and connect marketers with their online social community, and build brand experiences that allow for interaction.

Finally, agencies must find ways to monitor and assimilate customer intelligence from multiple channels and be flexible enough to respond quickly to this information. Marketers and their agencies will need a more comprehensive view of quantitative and qualitative information and insights in order to react in real time and across channels to maximize efficiency. The resultant need for even more data than marketers currently have will require a shared role in evaluating and recommending strategies and tactics.

The Forrester report predicts that these changes will have consequences for both parties. Specialty agencies will need to rethink the depth and breadth of their service offering if they expect to meet this new level of need based on ideas, interaction and intelligence. As interactive channels multiply and interactivity and the intelligence it generates become more available, metrics like gross rating points and clicks may go away in favor of more esoteric measurements like energized customers and share of influence.

At the same time, marketers will need to reconsider their own role and a new level of marketing collaboration with their agencies and this will surely require a re-evaluation of the current compensation model. Forrester predicts that successful marketers will need to focus more on long term relationships and on speedy, adaptive actions that take advantage of the fluid nature of consumer attitudes and responses. And if agencies continue to only deliver silo-based expertise rather than ideas, interaction and intelligence, they will soon be replaced by a new agency form that meets this need.

What do you think? Are you satisfied with your current agency service offering, or does this new model sound more appealing to you?

—From the Sound Marketing blog of the Pugent Sound Chapter of the American Marketing Association

The Importance of Creative Strategies

by Glen Peak

As I was watching Justin Timberlake’s crowdsourcing effort for his 901 Tequila brand, I was amazed at his proposal.

With almost no information about the product’s goals, messaging or even target market available, how can he hope to get relevant ideas that will generate interest in the brand beyond the first five minutes of buzz?

I can’t “prove” this, but it’s my sense that a lot of advertising—all media forms, including sales collateral—is developed without a clear-cut creative strategy. This sense, born out of experience, seems particularly true in smaller companies that might not have a fully staffed or thoroughly trained marketing department. I’ve also seen loosely defined (if not completely undefined) assignments coming out of larger companies as well. My point? Operating without a well-defined strategy for creative work presents huge risks:

• The audience won’t “get” or understand the value of the product/service, and the dollars spent to produce and distribute the message and materials are significantly wasted.
• The client and agency have no foundation to assess the creative work and render judgment on whether it can work – no matter “how clever” it is in someone’s judgment.
• The strategy makes the agency’s work more focused and therefore, more likely to produce on-target work in less time (read: “save money”).
• When clients and agencies agree to a strategy up front, it minimizes chances for disappointment in the work.

So, if it’s this important, why isn’t there a strategy written to guide the development of all types of advertising? This includes: sales brochures, web content, commercials, ads, etc.

Probable answer: It’s hard work, takes time, is not glamorous and requires studying the target audience’s needs and wants. It involves getting into their heads, deciding what’s unique about your advertising style and knowing how the competition has presented themselves.

So, how often have you looked at some piece of communication and wondered, “Why should I value this product or service? How will it benefit me?” or “How is this different from what I am now using or doing?”

A good advertising agency will insist on a strategy agreement at the beginning to avoid wasting time and money. There are even tests that can be applied to judging the merit of the strategy itself, but we’ll save that for another blog post…

“Advertising Taglines Lose Their Starring Role In Ads” by T.L. Stanley. An exerpt from Brandweek.

For generations, taglines have served as the foundation for advertising—a short statement poised to deliver the brand message in a memorable way. Today, there is some consensus that the tactic is on life support.

The reasons range from ever-shorter tenures of CMOs (13 months on average, according to recent research) to ever-splintering consumer demographics.

“It used to be on the list of deliverables,” said Mike Wolfsohn, vp/executive creative director at Ignited, Los Angeles. “It was mandatory.” He suggested marketers be bold and definitive about taglines, or skip them all together.

When it comes to developing a hit tagline, there is no set formula, Wolfsohn said. There is little commonality in ones that work.

“Treat it heroically,” he said. “Celebrate it. Don’t relegate it to 8-point type in the lower right-hand corner.”

Too often, taglines are used as safety nets out of a fear that the rest of the campaign isn’t communicating well enough, he said.

These slogans are often more utilitarian and less emotional. They tend to be fed through the focus group mill until they’re watered down beyond recognition. That process does not produce “Think Different,” “Got Milk?” or “Just Do It.”

“If the Nike tagline were suggested today, the question back would probably be, ‘Just do what?’” said Wolfsohn. “There’s a level of trepidation now that people won’t get it and they won’t be able to parrot the idea back to you. So, taglines get over defined.”

That’s when they loose strength and become meaningless, he said.

For a slogan to stick, it’s not just coming up with five catchy words or less, said Landor & Associates’ managing director Allen Adamson. It’s vital to weave that message through all the communications and the very brand DNA itself.

“It has to be the right promise, with the brand living up to it, expressed in a sticky unexpected way,” Adamson said. “And then you have to spend money and stay with it for the long haul.”

He points to GE’s “Imagination at Work” as a break-through tagline because it’s more than a slogan. “It’s the business strategy,” he said. “It’s the mission of the company.”

What’s your opinion on taglines?  Or, as we prefer to call them, brand promises?  Should we stick with one memorable line that sums up the brand?  Or, should we vary the message with the market?  We’d appreciate your thoughts.