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Radio: The Emotional Multiplier |
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New Study Highlights Radio's Positive Impact on Its Audience
Medium's Influence on Listeners' Happiness, Energy Levels Enhances the Effectiveness of Radio Advertising
 Does radio make its listeners happier and more energetic, which in turn, results in a more receptive advertising audience? According to a new study commissioned by the Radio Advertising Bureau of the United Kingdom, the answer is a resounding "yes."
According to the study, "People use media to make themselves feel happier, and happier people are more inclined to respond to advertising in an instinctive, emotional way.
As a reason for why radio generally outperforms TV and the Internet in terms of improving happiness and energy, the study noted that "it (radio) is chosen as a kind of lifestyle support system, to help people feel better as they go about their daily lives.
Key Findings:
- Consuming any medium (TV, online, radio) has a significant uplifting effect on people's mood.
- Radio generates the highest Happiness and Energy levels of the three media measured, and on more occasions.
• On average, when consuming radio, Happiness and Energy scores increase by 100% and 300%, compared to when no media is being consumed.
• Radio is the highest scoring medium for Happiness and Energy in 70% of dayparts during the week.
• Radio is also part of the most potent mood-enhancing media combination, when consumed concurrently with online.
- So for advertisers, radio represents a unique and powerful opportunity to reach consumers in a positive engagement with radio advertising.
- Radio is a powerful Emotional Multiplier, boosting consumer happiness and enhancing receptiveness to advertising.
The survey, titled Radio: The Emotional Multiplier, was conducted by Sparkler Research during the Spring of this year. Through a smartphone-based sampling of 1,000 consumers, it set out to determine the positive effects of media on the emotional state of individuals.
Sales and Marketing News from RAB
Tuesday, July 5, 2011
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Social Media Can't Save You! |
 There's an epidemic taking place. Brands big and small are rushing into social media. In many cases, several months down the road they find themselves disappointed with the results and disenchanted with social media in general.
Case in point: I was recently speaking at a conference to a full auditorium of marketers. I asked how many of them were doing some degree of social media marketing. Most of the hands in the audience went up. The next question was, "How many of you are disappointed with the response you're getting." Again, most of the hands in the room were raised. And this is usually the case. I can't tell you how many other businesses I speak to that have a basic Facebook fan page and a Twitter feed and not a lot of love or money to show for it.
The Medium Isn't the Problem
It's my experience however, that these problems rarely have much to do with the value or effectiveness of social media. In most cases, the problem is that brands simply aren't in shape for social media in the first place. They lack definition, position and purpose. Their story is lackluster and their consumer value nebulous. In some cases, internal communication is so poor that it makes outward communication almost impossible.
Here's the thing. Social media is not a modifier, it's an amplifier. It doesn't change your brand's voice; it just turns the volume up to eleven. If your brand has nothing to say -- no story to tell, social media will only amplify the uncomfortable silence. If your culture lacks fluid and open communication, your discomfort and awkwardness in engaging followers will come through loud and clear. If your brand value proposition isn't obvious, your social media messages will be confused and only muddy the waters further.
The result will be that every tweet, post and update aimed at building community around your brand will simply confuse, disenfranchise and disappoint more potential followers. You will un-market yourself into oblivion.
The Social Media Breathalyzer
Breathalyzers can be installed in the ignition systems of cars to prevent drunk driving. It's too bad we don't have the same kind of apparatus available before starting social media programs. In lieu of something more sophisticated, here's a very simple brand sobriety test. If you fail, don't turn the key on social media!
• If you didn't work for your brand, would you care that it existed?
• Do you have a product or service story to tell that people should even give a damn about? Something that excites, inspires, or entertains?
• Can you articulate your unique value in one or two short sentences without using jargon?
• Will what you share with people be so valuable, interesting or remarkable that they will not only notice it, but also enthusiastically share it with others?
If you don't have solid answers to these 4 basic questions, then social media won't save you. In fact, it might hurt you. Fix the brand first.
Gary Vaynerchuk, author of The Thank You Economy, recently said, "There's more original content created today in 48 hours than there was from the beginning of time until 2003." In other words, before you tap customers on the shoulder, you better have something valuable to say.
(Source: Doug Stephens, Retail Prophet Consulting, 03/22/11)
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DailyFinance
Is Groupon Changing What People Are Willing to Pay?
By ALEX SALKEVER Posted 9:32 AM 08/16/10
How much does a spa treatment cost? A skydiving adventure? A sailing lesson? Price isn't what you or I think it should be -- or even what a merchant wants it to be. To paraphrase of the musings of Randall Tex Cobb as the "Mad Biker of the Apocalypse" in the epic film Raising Arizona, price is what the market will bear. Merchants who set prices too high go out of business. Merchants who set prices too low do the same, after running themselves ragged trying to keep up with customers.
So are group-buying website Groupon and its many competitors setting prices too low for many of their merchant users? This question is of particular importance as the group-buying phenomenon swims local, where merchants are customers' neighbors and first impressions are truly forever.
As I wrote in on DailyFinance last month, America is in a group-buying frenzy. The rapidly growing craze has spawned hundreds of clones and threatens to overwhelm many people's mailboxes with "Daily Deals." Hot startup and market leader Groupon just announced it plans on personalizing deals down to zip codes and has hired a programmer from Netflix (NFLX), the king of personal recommendations. That means Groupon plans to offer a multitude of deals each day targeted at different people, although individual offer recipients will only see one per day.
Between personalization and clones, group buying is spreading so rapidly that it's easy to predict that soon, pretty much everyone will be touched by the trend. What's far harder to predict is what the impact will be on how shoppers perceive fair value in a world saturated by group buying. By fair value, I mean a fair price paid for services rendered: a meal prepared, a night spent in a hotel, etc.
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Don't Be Cool For Cool's Sake |
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 Don't be cool for cool's sake
Jon Steel - ADMAP April 2010
In 1963, J. Walter Thompson advertising veteran James Webb Young wrote, in How to Become an Advertising Man, “The true Advertising Man … is he who has the knowledge, skills, experience and insights to advise advertisers how best to use advertising to accomplish their objectives.”
If we can interpret the word 'advertising' to include all the forms of marketing communication now available to us, this definition of a job well done remains pertinent almost fifty years on. Good agencies have always worked closely with clients to set the right objectives, and have then taken responsibility for defining and navigating the best route to achieving them.
I'd be surprised if that doesn't seem blindingly obvious to most of the readers of this magazine, whose interests and professional reputations revolve around the pursuit of effectiveness. Unfortunately, as I look around the industry, I fear that not enough work is created that way.
The first problem is that too often the objectives that are being pursued are the wrong ones. With the accountability mindset that inevitably accompanies any economic downturn, too many senior clients and agencies are more concerned with survival than achievement, and decisions tend to be made in the pursuit of efficiency rather than effectiveness. With the average longevity of a CMO now even shorter than that of a football manager, it's perhaps not surprising that many choices are made on the basis of their measurability, rather than their ability to move the business forward.
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Social Media Isn't Enough to Save a Weak Brand |
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By Al Ries
Published: November 09, 2009
If you were a first-time visitor from Mars and you happened to drop into a marketing meeting somewhere in the United States, you might assume that marketing people do nothing but talk about "TGIF."
That's Twitter, Google, the internet and Facebook.
There's no question these four revolutionary developments have forever changed the marketing function. Word-of-mouth has now become word of finger.
A key difference: Word-of-mouth leaves an invisible trail in the ether. Word-of-finger leaves an electronic trail on the internet.
In the past, nobody paid much attention to word of mouth, even though by some estimates it accounted for a majority of brand impressions. Today, however, the visibility of word of finger has mesmerized the marketing world.
But will the skillful use of TGIF make you a good marketing manager? I think not. TGIF is only half the story.
Linens 'N Things didn't go bankrupt because it didn't make effective use of Twitter. It went bankrupt because it was a knockoff of Bed Bath & Beyond without a unique identity.
DHL didn't pull out of the U.S. market because it didn't buy enough AdWords from Google. It pulled out of the U.S. market because it violated a basic law of marketing, the law of duality. DHL was the No. 3 brand in a category dominated by UPS and FedEx.
Kmart didn't go bankrupt because it couldn't figure out how to use the internet to promote the brand. It went bankrupt because it was squeezed between Walmart at the low end of the mass merchandiser category and Target at the high end.
Coca-Cola didn't fail to build a leading energy-drink brand in three tries (KMX, Full Throttle and Tab) because it forgot to use Facebook to ignite the brands. It failed to build a leading energy-drink brand because it waited too long after the launch of Red Bull.
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Roy Williams is the author of the 3 best selling "Wizard of Ads" marketing books and President of Roy Williams Marketing in Austin, Texas. Visit the Wizard of Ads website.
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