This is a distinct period in human history when change is so rampant and happening at the speed of light. What we knew yesterday and were familiar and comfortable with suddenly appears very different, affecting businesses and careers. These changes are also affecting advertising; not only is the profession undergoing a rapid transformation, the lives of all associated with it – their dreams, aspirations and expectations – are radically modifying.
Look at what is happening at P&G. One of the world’s biggest advertising spenders are reducing their ad budgets by a further $400 million, in addition to a recent cut of $750 million. They are reducing the number of their communication agencies by 50%, going down from 2,500 to 1,250. The plan is to bring more of their media planning and buying in-house. Speaking about the rationale behind these cuts, Jon Moeller, CFO, P&G, stated that: “We need the contribution of creative talent and are prepared to pay for that. We don’t need some of the other components of the cost. We will move to more ‘fixed and flow’ arrangements, with more open sourcing of creative talent and production capability, driving greater local relevance, speed and quality at lower costs.”
Mainstream advertising agencies are competing with unconventional entities, such as Accenture and Deloitte (consulting companies) and Google, Facebook and Amazon (technology, social networking and e-commerce companies). The reasons behind this include availability of online data and a more professional application in analytics. All this has given rise to hitherto untapped communication and integration opportunities. Marketing communication agencies, in their quest for specialisation, are diversifying, but at the same time, they are creating a huge vacuum in terms of integrating their diverse offerings and creating synergies for their clients.
The big communication houses such as WPP initially tried to approach integration by forming integration teams and hiring professionals from relevant disciplines from their group companies. This approach did not work. Sir Martin Sorrell’s resignation, in the wake of an investigation into his remuneration, signals that all is not well inside the Group, not least because the amounts involved in the investigation are not ‘significant’ according to sources within the Group. WPP’s share value dipped to an all time low in 2017, well before Sir Martin’s resignation.
To imagine a future for advertising agencies, we need to take a stock of how they evolved. Consumer advertising made a comeback in the 1950s, when the scarcities arising from World War II gave way to a period of intense economic activity, leading to rising incomes and an abundance of consumer products. As a result, the need to introduce differentiation in the product offering became vital and it fell to the full service agency to take up the task of brand creation. In those days, agency compensation was in the form of a 15% commission paid by the media, while clients paid for the creative work largely at tariff rates. This continued without significant change until the late 1970s. Then, as media fragmented, brands proliferated and bargaining power moved to the retailers (they had more choice about which products to stock and started dictating terms), two events took place. Firstly, the full service agency split into several communication agencies (PR, activation, consumer relationship marketing etc.), usually under the umbrella of a large communication group. Secondly, full service agencies evolved in that as well as being advertising agencies, they became integrators of communication campaigns involving multiple disciplines (advertising, PR, activation, direct marketing), in effect making them ‘lead’ agencies (Ogilvy,Y&R, DDB). However, lead agencies were not able to achieve true integration for several reasons.
Consumer advertising made a comeback in the 1950s, when the scarcities arising from World War II gave way to a period of intense economic activity, leading to rising incomes and an abundance of consumer products. As a result, the need to introduce differentiation in the product offering became vital and it fell to the full service agency to take up the task of brand creation.