Think About It

Today, "Guiding Light" is airing its final episode after more than 70 years on radio and television.

The cancellation of the longest running drama on TV is the latest casualty in a soap opera world that is hurting for money. The growth of TiVo and webcasts have cut into their ad revenue, leaving daytime dramas desperate to cut expenses.

Some shows have  trimmed their payrolls by killing off characters at an unprecedented rate. Others have been taken off the air. Those that remain are on life support, needing a miracle to stay on the airwaves.

While it's far from shocking, still there is something remarkable about the demise of a genre that once was the killer app of advertising. In their prime, soap operas were the undisputed vehicle of choice for reaching homemakers. Indeed, the term "soap opera" came from the fact that the shows were sponsored by soap manufacturers trying to woo that audience.

The decline of soap operas may feel like a great loss to the world of mass marketing, but in truth, it's just part of the natural cycle of life and death. Soaps were born in the 1930s and 1940s from someone's inspired idea of how to profit from the new media of radio and television. They are dying because people today use radio and television differently.

Our challenge is to look at the new media of today and, like the broadcasting network executives of last century, ask ourselves, "Now that we have this amazing new way to reach people, what are we going to do with it?"

Come on. Dream with us.

If any doubts remained about the mass adoption of mobile technology, they were dispelled when Apple sold one million of its 3G iPhones in the weekend of their U.S. debut.

The popularity of the iPhone and other web-enabled devices isn’t unexpected. What is shocking, however, is how the vast majority of businesses are ignoring this growth area in their communications.

Already, 40 million Americans actively use the mobile Internet, according to data published by Nielsen Mobile in May 2008. About 36 million people use portals like Google and Yahoo! from their phones. Industry leaders like Vic Gundotra of Google believe that within a few years, more Web searches will originate from mobile devices than from fixed computers.

Yet reports say that a mere 5 percent of the results from a typical Google search are viewable on mobile devices. Clearly, there is a disconnect between what consumers want and what businesses are providing.

At Point of Vision, we’re extending our development skills so we can help our clients succeed in the mobile arena. Not only will we be able to recommend mobile strategy. We’ll be able to create and implement new mobile tools.

Learning new skills, especially when it comes to unlocking the potential of new technology, is what we do here. It’s why we developed in-house Web expertise 15 years ago. We understood that brands could be strengthened – or weakened – not just by their Web presence but by their Web experience, which required good visual design as well as well-orchestrated navigation. We were one of very few design shops that also provided Web design. This gave our clients an advantage because we were able to develop a consistent brand experience across traditional and new media.

This summer, we sent our technology specialist, Ben Ku, to San Francisco for Apple’s Worldwide Developers Conference. There, Ben learned more about the capabilities of the new iPhone. From the insight he’s shared, and from our continuous reading about mobile technology, our team is working on ways that our clients can use mobile capabilities to advance their brands.

We imagine using mobile devices to send timely information right to the hands of customers and other audiences. We’re especially interested in how communication can be targeted and customized based on the geographic location of the person on the receiving end.

We’re cooking up something now that shows how mobile technology can be a natural, powerful part of an overall communication strategy. Stay tuned!

Don’t you love that GEICO commercial?

No, not the one with the NASCAR-wanna-be kid.

No, not the one with the offended cavemen.

You know ... the one with Mrs. Butterworth!

GEICO, whose advertising once was centered squarely on its animated gecko, now floods the airwaves with concurrent ad campaigns.

The strategy is working. From 1996 to 2006, the insurance company increased its total premiums from $3 billion to $11 billion, and increased its share of written auto insurance premiums from 4.61 percent to 6.25 percent.

Taking a closer look at GEICO’s multiple ads, we see four reasons why they’re successful:

1. GEICO is using a shotgun approach to hit different demographic groups. The cavemen ads appeal to young men. The celebrity-assisted testimonials bring in faded stars such as Joan Rivers and Peter Frampton, winning over baby-boomers and older audiences. And the old, reliable gecko tests well with middle-aged women. GEICO knows it has more than one target market, so it’s developed a campaign for each important audience.

2. Each campaign is entertaining. The Martin Agency, which creates GEICO’s ads, knows that insurance is boring. That’s why the ads “need  to be funny and need to get noticed,” according to creative director Steve Bassett. Not only is each individual ad designed to be amusing, but the agency creates enough spots for each campaign that it doesn’t have to run the same spot over and over. The rotation keeps the ads fresh.

3. GEICO hasn’t been shy about pouring money into advertising. In 2005, GEICO spent $403 million on advertising. That’s more than the Coca-Cola Company spent that year. With that kind of investment, it’s no wonder they’ve become top of mind among consumers.

4. From a brand perspective, GEICO’s concurrent campaign strategy works because all the ads share the same message: GEICO can save you money without a lot of hassle. The cavemen campaign is centered on this message. In other campaigns, the core brand value is tidily summed up in GEICO’s ever-present tag line: “15 minutes can save you 15 percent.”

All things considered, GEICO is providing an excellent example of being consistent without being one-dimensional or boring. GEICO’s campaigns take many creative directions, but they are united by a similar, quirky personality, and by an unwavering message of value. That’s why they’re synergistic, not schizophrenic.

We don’t all have hundreds of millions of dollars to spend on advertising, but we can all learn from GEICO’s success. Different audiences sometimes call for different creative approaches, and we can answer that need without creating brand chaos. If we remain faithful to our brand’s personality and message, we can build a unified brand ... no matter how diverse our creative directions may be.

When you sit down with a team from Point of Vision, you may think of us as a principal, a project manager and a designer. What you may not know is that you’re also sitting down with a magician, an adventure traveler and a punk rocker.

For a small company, Point of Vision has an impressive cast of players with diverse backgrounds.

Some of us have lived all over the world. Others are native Atlantans.

Some of us are single. Others are married. A few of us have kids.

Some of us love living in the city. Others have found our homes in suburbia – and beyond.

Our interests range from hockey ... to dancing ... to knitting.

We think differently, too. Some of us have technical minds, others think visually, and others express ourselves best through the written word.

We have big idea people with a knack for imaginative, inspiring concepts. We also have detail-oriented people whose creativity is geared more towards finding a clever way to bring a brilliant concept to reality.

All this diversity isn’t the result of random luck. We’ve made a point to hire people with varied backgrounds, experiences, working styles and lifestyles. We think it helps us do a better job.

When we put together a client team, we know we’re going to have someone whose perspective matches up well with the way the client perceives things. We also like to have someone on the team whose perspective is different. We believe that the interplay of various viewpoints yields the clearest, most thorough thinking and the best outcomes.

In some workplaces, individual differences are tolerated. At Point of Vision, they are truly cherished.

And in the end, we respect every viewpoint because we know that no matter how differently we may see the pathway, we are all working toward one goal: the advancement of your brand.

We like to think we’re on the ball. We’re always looking for new ways to communicate our clients’ brands that will enable them to grow and prosper.

Yet we’ve never asked a client, “Have you thought about a strategy for marketing in virtual worlds?”

Virtual worlds, where people interact via 3-D images on the Web, have exploded in popularity. The site Second Life alone boasts “millions of residents from around the globe.” Some companies, seeing this new opportunity for exposure, are stepping into alternate universes with storefronts, events and even one-to-one marketing.

So why aren’t we recommending virtual marketing to anyone?

It’s not that we don’t appreciate the cool factor. We love cool. But in our advice to clients, we’ve never been about cool. We’ve always been about smart. And we think the smart move here is to wait, watch and learn.
 
Today, virtual marketing has too many unknowns. What return on investment can it deliver? Do participants in virtual worlds welcome or resent companies coming into their alternate universes? How do the demographics differ among the various virtual world sites, and which “metaverse” is the best fit for a given company or organization? We just don’t have the answers.

Some niche agencies are pushing their clients into this new world, despite the unknowns, saying that now is the time to jump in and start learning ahead of others.

We disagree. We say, now is the time to watch closely and learn from what others are doing.

So we are watching. We’ve seen the American Cancer Society organize a Relay for Life on Second Life that raised more than $100,000. We know that companies are using virtual worlds as focus groups, asking people to give them feedback on new products.

As we watch, we’re thinking about how our clients could benefit from the unique aspects of virtual marketing. At the same time, we’re asking tough questions, like, “How would we know who’s really in a virtual world focus group? Would we trust the opinions of alter egos as key informants in refining a product or service?”

Until we see the right fit, we’re not going to encourage anyone to take the leap into a virtual world. The way we see it, being one of the first settlers on a new marketing frontier is an ego boost. But from a business perspective, it’s not that important to be among the first to enter a new realm.

We don’t buy the hype that trailblazers are guaranteed to be the biggest winners. Later arrivals who offer something better can be as successful – or more. Alta Vista developed the first Web index, but today Google is the undisputed champion of Web search.

Of course, there are scenarios where early experimentation might make sense. A company whose target market is online gamers would find a captive audience in a virtual world. A company whose brand is centered on being a pioneer, especially a technology pioneer, also might benefit from jumping in ahead of the mainstream. In such a case, we wouldn’t be concerned with the direct return on their investment. For that pioneering client, riding the first wave in the tide of virtual marketing would be a brand-building move, not a sales move. Any revenue they generated through their virtual presence would just be gravy.

For most companies, we think there’s more to lose in investing in a medium that’s still a mystery than there is to gain from being a pioneer. So for now, we’re keeping our clients in the real world.

What do you think? Do you spend time in a virtual world? What kind of marketing do you think could work there? And when is the right time to experiment with virtual marketing?