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Belch: Advertising and<br />

Promotion, Sixth Edition<br />

II. Integrated Marketing<br />

Program Situation Analysis<br />

3. Organizing for<br />

Advertising & Promotion<br />

The agency evaluation is often done on a subjective, informal basis, particularly in<br />

smaller companies where ad budgets are low or advertising is not seen as the most critical<br />

factor in the firm’s marketing performance. However some companies have developed<br />

formal, systematic evaluation systems, particularly when budgets are large and<br />

the advertising function receives much emphasis. The top management of these companies<br />

wants to be sure money is being spent efficiently and effectively. As the costs of<br />

advertising and other forms of promotion rises, more companies are adopting formal<br />

procedures for evaluating the performance of their agencies.<br />

One example of a formal agency evaluation system is that used by Whirlpool,<br />

which markets a variety of consumer products. Whirlpool management meets once a<br />

year with the company’s agencies to review their performance. Whirlpool managers<br />

complete an advertising agency performance evaluation, part of which is shown in<br />

Exhibit 3-7. These reports are compiled and reviewed with the agency at each annual<br />

meeting. Whirlpool’s evaluation process covers six areas of performance. The company<br />

and the agency develop an action plan to correct areas of deficiency.<br />

Companies develop evaluation procedures that emphasize different areas. For<br />

example, R. J. Reynolds emphasizes creative development and execution, marketing<br />

counsel and ideas, promotion support, and cost controls, without any mention of sales<br />

figures. Sears focuses on the performance of the agency as a whole in an effort to<br />

establish a partnership between the agency and the client. These and other evaluation<br />

methods are being used more regularly by advertisers. As fiscal controls tighten,<br />

clients will require more accountability from their providers and adopt formal evaluation<br />

procedures.<br />

Exhibit 3-7 Whirlpool’s ad agency performance evaluation<br />

CREATIVE SERVICES<br />

Always Often Occasionally Seldom Never NA<br />

Marks<br />

Scored<br />

4 3 2 1 0<br />

1. Agency produces fresh ideas and original approaches<br />

2. Agency accurately interprets facts, strategies and objectives into<br />

usable advertisements and plans<br />

3. Creative group is knowledgeable about company’s products, markets<br />

and strategies<br />

4. Creative group is concerned with good advertising communications<br />

and develops campaigns and ads that exhibit this concern<br />

5. Creative group produces on time<br />

6. Creative group performs well under pressure<br />

7. Creative group operates in a businesslike manner to control production<br />

costs and other creative charges<br />

8. Agency presentations are well organized with sufficient examples of<br />

proposed executions<br />

9. Creative group participates in major campaign presentations<br />

10. Agency presents ideas and executions not requested but felt to be<br />

good opportunities<br />

11. Agency willingly accepts ideas generated by other locations/agency<br />

offices vs. being over-protective of its own creative product<br />

12. Other areas not mentioned<br />

13. Agency demonstrates commitment to client’s business<br />

14. Agency creative proposals are relevant and properly fulfill creative brief<br />

Value—(marks)<br />

Rating: Excellent 90–100% Total marks scored<br />

Good 80–89%<br />

Average 70–79% Total possible marks<br />

Fair 60–69%<br />

Poor below 60% Score<br />

© The McGraw−Hill<br />

Companies, 2003<br />

ACCOUNT REPRESENTATION & SERVICE<br />

Always Often Occasionally Seldom Never NA<br />

Marks<br />

Scored<br />

4 3 2 1 0<br />

1. Account representatives act with personal initiative<br />

2. Account representatives anticipate needs in advance of direction by<br />

client (ie: are proactive)<br />

3. Account group takes direction well<br />

4. Agency is able to demonstrate results of programs implemented<br />

5. Account representatives function strategically rather than as creative<br />

advisors only<br />

6. Account representatives are knowledgeable about competitive programs<br />

and share this information along with their recommendations in a timely<br />

manner<br />

7. Account representatives respond to client requests in a timely fashion<br />

8. Account group operates in a business-like manner to control costs<br />

9. Agency recommendations are founded on sound reasoning and<br />

supported factually, and appropriately fit within budget constraints<br />

10. Agency is able to advise the client on trends and developments in<br />

technology<br />

11. Account representatives demonstrate a high degree of professionalism<br />

in both written and oral communication<br />

12. Agency presents ideas and executions not requested by felt to be good<br />

opportunities<br />

13. Agency makes reasoned recommendations on allocation of budgets<br />

14. Agency demonstrates commitment to client’s business<br />

15. There is a positive social relationship between client and agency<br />

Value—(marks)<br />

Rating: Excellent 90–100% Total marks scored<br />

Good 80–89%<br />

Average 70–79% Total possible marks<br />

Fair 60–69%<br />

Poor below 60% Score<br />

89<br />

Chapter Three Organizing for Advertising and Promotion

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