The advertising landscape is changing. With more competition for media-neutral ideas than ever before, agencies are having to look at their operations and the roles they play in order to future-proof themselves.
We are already beginning to witness a shift in demand from our client base, which is proving to be fertile ground for growth. Because we tackle projects with a consultative approach, we are becoming more involved at a much earlier and pivotal stage in the journey: the business strategy.
The insights we take from stakeholders, customers and the market is actually informing business behaviour – and not just the brand and communication strategy. These behaviours range from delivery methods to in-store customer service. This level of involvement is something we are witnessing elsewhere, one example being innovation and technology.
In 2012, TBWA Dubai received a brief from a pizza delivery company that clearly stated it wanted to drive loyalty and increase orders. The agency’s solution wasn’t a response-driven ad campaign but a fridge magnet in the shape of a tomato that allowed them, via Bluetooth and their mobile, to order a pizza at the press of a button.
In the UK we are also seeing movement in this area, with M&C Saatchi’s ex-PR director Hew Leith launching his own innovation and creative agency 10x, which is the UK’s first to blend product and service innovation with PR, digital and experiential activity.
You may ask why an agency should be involved in such things. It’s actually meaningful brand behaviour, from the way a brand interacts with its customers, to the way the box looks when the product arrives on the doormat that translates into brand advocacy. Communication strategies should seek to complement and build on these behaviours to drive the message home.
Gemma Sheridan is head of strategy at Refinery
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