Module Handbook MPP

2019/2020 Module Handbook
Media Planning Project
Leeds Business School
Level 6
Semester 2
(20 Credits)
CRN 16191

Contents
1 What this Module is About .................................................................................................1
1.1 Introduction from the Module Leader.........................................................................1
1.2 Module Aims................................................................................................................1
1.3 Module Learning Outcomes ........................................................................................2
1.4 Module Learning Activities ..........................................................................................2
1.5 Graduate Attributes Developed and Assessed ............................................................3
1.6 Communication ...........................................................................................................3
2 Weekly Schedule.................................................................................................................4
3 Key Resources to Support Learning ....................................................................................6
4 Assessment .........................................................................................................................6
4.1 Assessment Summary..................................................................................................8
4.2 Assessment Details......................................................................................................9
4.3 Feedback on Your Assessments.................................................................................16
5 Understanding Your Assessment Responsibilities.............................................................14
Student Name ____________________________________________________________
Email Address ____________________________________________________________
Course ____________________________________________________________
Group ____________________________________________________________
Module Tutor ____________________________________________________________
Tutor’s Email Address ______________________________________________________
Communication Protocol: module staff will reply to student questions within a reasonable time but this will
normally be within office hours only. Students are advised to check this handbook and also to see if there are
any online/noticeboard announcements or FAQ answers that deal with their enquiry before contacting staff.

2019/2020 Module Handbook 1
What this Module is About
Introduction from the Module Leader
On behalf of the Marketing subject group, as part of Leeds Business School, we would like to welcome
you to the Media Planning Project module. As we’re sure you are aware by now, this module follows
on directly from the Advertising Strategy module, where the strategy written for the assessment in
Semester 1 is developed into a fully-realised Media Plan.
This module has been specifically designed to give insights into the crucially important area of media
planning and subsequent strategic decision-making in this area.
The changing media environment has a dramatic impact on planning in the 21st century and the need
to effectively integrate online and offline media is increasingly relevant. Having an understanding of,
and being able to successfully apply, relevant media planning concepts is important within all areas of
advertising and media industry. There will be a number of guest lectures from media planners, buyers
and owners throughout the module in order to provide a broad, contemporary understanding of this
complex area of marketing and advertising.
It is a tough module, I won’t lie, it requires a lot of reading, participation and hard-work, as all your
modules do… they wouldn’t be of value if they didn’t!
So, welcome to the module, we hope you enjoy it. If you need me, I can be contacted through email -
n.kelley@leedsbeckett.ac.uk, face to face after each lecture or tutorial, or on twitter @neilkelley –
just make sure that if you do need anything then you get in touch.
Thanks, and good luck,

Module Aims
This module aims to introduce students to the ways in which media can be used for advertising
activities through paid, owned and earned.
To develop a critical understanding of the key aspects of media planning and the marketing
environment in order to identify and successfully respond to a range of challenges and opportunities.
To enable students to develop strategic approaches to achieving corporate and marketing aims
through a detailed and practical media plan. This will in turn provide students with the contemporary
marketing skills required for being a marketing and advertising professional in the digital age.
Module Learning Outcomes
On successful completion of this module, you will be able to…
• Be able to critically understand the nature of media planning and its role within wider
advertising and marketing concepts.
• Be able to develop a strategic media plan (or elements therein) for an organisation and a live
client brief.
• Be able to critically analyse the role of different media platforms in different contexts.
• Be able to analyse the marketing environment to develop strategic and tactical media
recommendations in the form of a media plan in order to achieve corporate and marketing
objectives.
Module Learning Activities
To help you develop the knowledge and skills required to pass this module, the module team will use
a blend of teaching and learning techniques to help you. This module is taught via a weekly lecture
and a weekly tutorial. In between these two taught sessions you are expected to undertake your own
reading and private study programme.
• Lectures, together with directed and online learning activities, will introduce key concepts to
students as a basis for their further reading and research.
• Seminar sessions will be based in the IT labs to support research, access to media databases and
rate cards, and to support the development of media plans. The sessions will also feature written
case studies, video case studies, individual and group exercises, non-assessed presentations,
break-out sessions and quizzes.
• Each seminar will give students the opportunity to undertake real-time research in order to apply
theory based upon their learning since the (previous week’s) lecture. Students will be encouraged
to develop an e-portfolio of research and content linked to the assignment.
• The students will have to develop a practical media plan for a real-life organisation, based on a
client brief. Research and analysis will need to be conducted and developed within an online
portfolio of research to support the development of a justified media plan.
• Discussion, presentations and formative feedback sessions will take place to support learning and
understanding.
• Students will be expected to read extensively throughout the semester and will have regular non-
assessed discussions, tests and tasks.

Graduate Attributes Developed and Assessed
Enterprise - Via exposure to real-life examples through lectures, guest lectures and tutorials through
the engagement with work-related content- assessed via presentation and plan.
Digital Literacy - Though all delivered sessions – Digital content is key within pedagogy and the subject
- assessed via presentation and reflection.
Global Outlook - The Internet provides easy access to global markets. Hence an appreciation of the
impact of digital media in globalisation is required.
More information on graduate attributes is available here:
skillsforlearning.leedsbeckett.ac.uk/local/graduate_attributes/category_homepage.shtml
Relevant information is also available within the Course Specification. This can be found on the
Course Group page for your course, and also via the module page, both on MyBeckett.
More information on graduate attributes is available here:
https://skillsforlearning.leedsbeckett.ac.uk/local/graduate_attributes/category_homepage.shtml
Relevant information is also available within the Course Specification. The Course Specification is
located with your Course Handbook on the Course Handbook web page:
http://www.leedsbeckett.ac.uk/studenthub/course-handbooks/
Communication
All content will be available via MyBeckett, lecture notes, tutorial content, assessment and so on. If
you need to get in touch with your tutor, then you can do so via email (please note we only work
office hours and will aim to respond within 2 working days).
Neil Kelley - n.kelley@leedsbeckett.ac.uk
You must notify your Course Administrator if you are absent for more than one day (for example for
an interview, emergency unforeseen circumstances, or for compassionate leave). If you are going to
apply for mitigation you will need to provide written evidence of the reason for your absence (see
section 3 of your Course Handbook).

Weekly Schedule
Semester 2
Week
Commencing
Lecture Seminar Reading Directed study and additional resources
27th
January Media in a
Marketing Context
Advertising Spaces
and Audiences
Chapter 1
The Media Handbook, Helen Katz,
2019
Read ‘The media landscape’ -
https://www.warc.com/content/article/warc-
research/the-media-landscape/129818
3rd
February Developing Media
Objectives and
Strategies
Creative Aspects
and Mood
Chapter 2
2019
Visit sites such as Media Week, Campaign Live,
WARC and The Drum to review contemporary
examples of advertising practice for discussion in
tutorials
10th
February Paid Media – offline Determining Your
Media Objectives
Chapter 3
2019
Read through Media Trends Autumn - UK - March
2019, Mintel.
17th
February Paid Media – online Targeting and
Matching
Chapter 4
2019
tutorials
24th
February Owned Media The Optimum
Media Mix
Chapter 5
2019
tutorials
2nd March Earned Media Reach and
Frequency
Chapter 6
2019
tutorials
9th
March Terminology,
calculations and
considerations
Managing the
Budget
Chapter 7
2019
tutorials

Contact Hours
11 hours of lectures. 24 hours of tutorials, 1 hour face-to-face in assessment Further work to be undertaken is the mandatory reading, and through the
directed study. A student guide on contact hours is available here: www.qaa.ac.uk/en/Publications/Documents/contact-hours-student.pdf
16th
March Creating the media
plan
Assignment Drop-in Chapter 8
2019
Read ‘What we know about multiscreen media
planning’ -
https://www.warc.com/content/article/bestprac
/what-we-know-about-multiscreen-media-
planning/109946
23rd
March Media buying Writing and
Storyboards
Chapter 9
2019
tutorials
30th
March Evaluating the
media plan
Pitching Read ’10 tips to win the pitch’ -
https://www.warc.com/content/article/admap/1
0-tips-to-win-the-pitch/98282
6th
April Easter Break
13th
April Easter Break
20th
April Agency insights Effective Media
Measurement
Chapter 10
2019
tutorials
27th
April Pulling it all
together
Assignment Drop-in Work on your assignment Work on your assignment
4th
May Assignment Submission – TurnItIn via module link on MyBeckett
Deadline 5pm on Tuesday the 5th of May 2020 – please note you can submit before this.

Key Resources to Support Learning
It is strongly recommended that you undertake a weekly reading programme based on a selection of
the recommended textbooks supplemented by the reading of articles in trade and academic journals.
You will also need to refer to a variety of sources when researching and writing your assignment.
Your reading and private study will support the lectures and tutorials, help you gain a critical
understanding of key concepts and issues, encourage you to apply them in context, and keep you
informed of current trends in branding and brand management.
The university’s library contains a wide variety of relevant texts, but those in the following list are
particularly recommended for this module. The library shelf reference is in brackets at the end of
each book reference.
Core Textbooks
The Media Handbook: A Complete Guide to Advertising Media Selection,
Planning, Research and Buying, Katz, H., 2019, Routledge: London
Strategic Advertising Management Percy, L. and Rosenbaum-Elliott, R.,
2016, Oxford: Oxford University Press
Additional Textbooks
Barry, P., (2016) The Advertising Concept Book London: Thames and Hudson
Fill, C., Hughes, G. and De Francesco, S. (2012) Advertising: Strategy, Creativity and Media London:
Pearson
Hegarty, J., (2012) Hegarty on Advertising London: Thames and Hudson
Hegarty, J., (2014) Hegarty on Creativity London: Thames and Hudson
Shimp, T. and Andrews, J., (2013) Advertising, Promotion and other Aspects of Marketing
Communications 9th
Edition, Mason: South-Western, Cengage Learning

Academic Journals
The library subscribes to a wide range of academic journals. They are accessible as both printed and
electronic copies and can be searched via online databases. See Library Online, subject index
(business) and also journal index (a-z).
Academic journals contain articles written by lecturers, professors and other academic researchers.
They are usually about recent research that has been conducted, or they discuss and debate
contemporary issues.
The reading of academic journal articles is essential for this module. Each lecture will reference
relevant articles, and you should also do your own research within the academic journal databases.
It is essential, therefore, that you are able to use the databases available through Library Online to
locate articles that discuss particular theories and concepts. If you are not fully conversant with how
to search for academic articles online, talk to the library staff – they are only too willing to help. There
are also leaflets available in the library to help you make the most of the resources available.
EBSCO (Business Source Premier), Sage, Taylor and Francis and Emerald are four online databases
which will yield a large quantity of useful academic journal articles. The following journals contain
articles relevant to this module, but this list is by no means exclusive.
Journal of Marketing
Journal of Consumer Marketing
Journal of Marketing Communications
Marketing News
You may also wish to use the Resource section of Library Online and access the Database which has
useful such as Mintel, Mintel Trends Statista, Ethical Consumer, Marketline Advantage, Cannes Lion
Archive and Brad Insight.
Trade Journals/Resource
Trade journals are published for people who work in a particular industry. There are several UK
magazines aimed at the marketing and advertising industries. They provide coverage of current issues
and information about current activities being undertaken by a wide range of organisations.
The trade journals listed below are available, for free, via the library’s database.
Campaign
WARC - World Advertising Research Centre
BRAD Insight
Also of use are Mintel, Statista and Year Ahead
Also of use, but not part of the University’s resources, are ACORN, ASA, ThinkBox, IPA, IDM, AdMap,
AdAge and AdAssoc
All disabled students requiring additional support or alternative arrangements must declare and
provide evidence of their disability to the Disability Advice Team as early as possible:
www.leedsbeckett.ac.uk/studenthub/disability-advice.

Assessment
Assessment Summary
Assessment Method: Coursework and
Presentation
Re-assessment Method: Coursework and
Presentation
Word Count 4,000 words
Advertising Research
and Media Planning
Portfolio
10minute presentation
to camera, submitted
as part of the portfolio
Word Count 4,000 words
Advertising Research
and Media Planning
Portfolio
10minute presentation
to camera, submitted as
part of the portfolio
Assessment Date and
Time:
5PM Tuesday 5th
of
May 2020
Re-assessment Date and
Time:
Deadline:
2nd
July 2020
Feedback Method: Written via PebblePad Feedback Method: Written via PebblePad
Feedback Date: 5 working days
following Exam
Committee
Feedback Date: 5 working days
following Exam
Committee
Learning Outcomes
Assessed:
Learning Outcome 1, 2, 3, and 4
Reassessment will be the same structure but focused on a different brand and client brief. The
reassessment will be made available on the 29th
of May 2020.

Assessment Details
Assessment – Advertising Research and Media Planning Portfolio (70% of total module mark)
Devise a short-term media plan (to run for up to 4 months), with significant focus on media decisions
for campaign. The campaign needs to focus on the advertising strategy developed in the Advertising
Strategy module in Semester 1, within a budget of £5million. You do not have to account for
advertising agency fees or creative and production costs as they are not included in the media
budget. There are no restrictions on channels or media, as long as they fit within the budget.
Your Advertising Research and Media Planning Portfolio needs to incorporate…
1. Critical evaluation of media channel options, bearing in mind the advertising strategy, the brand,
its target market and the target audience for the proposed advertising campaign.
2. A 9 square storyboard for a ‘broadcast’ advertisement – see below
3. Detailed media plan (proposal) for presentation to the Senior Management team of the
organisation featured in your chosen brief. This plan must provide justification for your channel
recommendations and justification for all the specific media you are recommending be used
within those channels.
4. Budget breakdown by channel and by specific media within each channel.
5. Schedule indicating when each media element will run during the overall campaign time frame,
and which correlates with the budget breakdown provided.
You will receive a mark out of 100 for your Advertising and Media Plan, which will be assessed
according to the provided assessment criteria grid. This will be weighted at 70% as a contribution to
your overall module mark.
Advertising Storyboard (10% of total module mark)
Based on your recommendations for Yorkshire Tea, produce a 9 square storyboard to be included in
the Advertising and Media Plan that outlines the sequence of key scenes (including setting, dialogue,
actions, sound) that visualise your concept for a broadcast advert to be included in the Advertising
Strategy and Media Plan.
The broadcast category utilised may be paid, earned or owned or a combination of any of the three.
Note: it does not have to be specific to TV.
The storyboard will be logically developed from the Advertising Strategy in Assignment 2 and used to
support the justification of the media plan in Assignment 2.
You will receive a mark out of 100 for your Storyboard, which will be assessed according to the
provided assessment criteria grid. This will be weighted at 10% as a contribution to your overall
module mark.

Presentation to Camera – Pitch (20% of total module mark)
Produce and deliver a 10minute presentation, supported by relevant visual content, that justifies the
media plan and planning decisions made in response to the advertising strategy and client brief.
In assessing the presentation, you need to include:
• Sound justified reasoning behind the decisions made
• A clear demonstration of knowledge of advertising theory and concepts that underpin
decision-making
• Links to both the storyboard concept and the creative solution to the client brief
The presentation must be recorded to camera and uploaded to your PebblePad portfolio either as an
embedded video via a platform such as YouTube or direct. How the presentation is structured and
what it contains is not specified, so there is an element of expressive freedom here, but it must meet
the assessment criteria.
You will receive a mark out of 100 for your Presentation, which will be assessed according to the
provided assessment criteria grid. This will be weighted at 20% as a contribution to your overall
module mark.

Instructions for completion and submission of Advertising Research and Media Planning Portfolio
• This a Portfolio is worth 100% of the marks for the module
• The justified media plan is worth 70%
• The storyboard is worth 105
• The presentation to camera is worth 20%
• The use of PebblePad is expected to store all information, research and documentation to
answer the assignment brief
• Theory and evidence are needed to justify all decisions and recommendations
• Visuals are expected and must be referenced
• Harvard referencing is essential
• A bibliography of all sources referenced must be provided in a separate tab
• You must submit your assessment electronically on My Beckett using PebblePad
• VIDEO
Notes for Students:
All marks released will be provisional until formally approved by an examination board.
Please note: Tutors will follow up any suspected unfair practice found after the submission date as
per University policy. Late penalties will apply as per University Regulations.
Particular Instructions to Students
Please read carefully the assessment and marking criteria overleaf:

Course Title: BA Marketing with Advertising Management
Module Title: Media Planning Project Level: 6
Assessment Title: Media Plan Weighted: 80%
86% -100% 70-85% 69% - 60% 59% - 50% 49% - 40% 39% - 30% FAIL Below 30% FAIL
Understanding of the
media planning
process:
Evidences an exceptional
level of understanding.
Evidences an excellent level
of understanding.
Evidences a good level of
understanding.
Evidences a useful if limited
understanding.
Evidences only a basic
understanding.
Evidences an inadequate level
of understanding.
No evidence of an
understanding.
Critical evaluation of
media channel options:
Evaluation of options is
exceptional and of a
detailed and critically
analytical nature.
Evaluation of options is very
thorough and of a critically
analytical nature.
thorough and of a mostly
critically analytical nature.
reasonably thorough but lacks
critical analysis and depth, being
descriptive in places.
Evaluation of options is limited
and basic, being merely
descriptive.
Only a limited range of options
dealt with in a highly
descriptive manner: no
evaluation or analysis.
The task has been
inadequately attempted;
seriousflaws, errors and
omissions.
Detailed and fully
justified media plan,
with links to
storyboard:
The media plan contains
an exceptional level of
detail, and all decisions
are fully justified.
The media plan contains an
excellent level of detail, and
all decisions are fully
justified.
The media plan contains a
good level of detail, and most
decisions are clearly justified.
reasonable if somewhat limited
level of detail. Decisions are
justified but often in a limited
manner.
The media plan containsonly
a basic and simplistic level of
detail. Decisions are justified
but in a basic and simplistic
manner.
inadequate level of detail.
Decisions are not justified in
a relevant manner.
The task has been
omissions.
Budgetbreakdownby
channelandspecific
media:
A highly detailed and
highly realistic budget
breakdown evidencing
exceptional research.
A detailed and highly
realistic budget breakdown
evidencing excellent
research.
A detailed and mainly realistic
budget breakdown
evidencing good research.
A useful budget breakdown but
lacks some detail and is not
always realistic. Evidences
reasonable research.
A basic budget breakdown
that lacks detail and is not
always realistic. Evidences
only limited research.
An inadequate budget
breakdown that lacks essential
detail and isnot realistic.
Evidences a lack of relevant
research.
The task has been
omissions.
Timing schedule: An excellent schedule
with exceptional
correlation to the
resource breakdown.
An excellent schedule which
correlates well with the
resource breakdown.
A good schedule which
correlates reasonably well
with the resource
breakdown.
A useful schedule but some
problems with correlation with
the resource breakdown.
A basic schedule with only a
limited correlation with the
resource breakdown.
An inadequate schedule that
does not correlate with the
resource breakdown.
The task has been
omissions.
Detailed and relevant
storyboard linked to
Advertising Strategy:
The storyboard contains
detail, and there are clear
and relevant links to
strategy.
The storyboard contains an
there are clear and relevant
links to strategy.
The storyboard contains a good
level of detail, and there are
clear links to strategy.
The storyboard contains a
reasonable level of detail, and
there are some limited linksto
strategy.
The storyboard is basic in terms
of detail and focus, and there
are very limited links to strategy.
The storyboard contains an
There are no clear links to
strategy.
The task has been
omissions.
Writing, presentation
and referencing:
- Extremely well written.
- Presentation to an
exceptional standard.
- Highly accurate
referencing
- Extremely well written.
- Presentation to a high
professional standard.
- Highly accurate referencing.
- Well written.
- Presentation to a mainly
professional standard.
- Accurate referencing.
- Some writing errors.
- Adequate presentation but
with some roomfor
improvement.
- Reasonable referencing but
with minor errors.
- Some writing problems: room
for improvement.
- Adequate presentation but
with much roomfor
improvement.
- Attempt to reference but with
major errors.
- Writing is of a very poor
standard.
- Very poor presentation:
unprofessional.
- Referencing not of an
adequate standard.
- Writing and presentation
are of an extremely poor
standard
- Referencing not
attempted.

Course Title: BA Marketing with Advertising Management
Module Title: Media Planning Project Level: 6
Assessment Title: Presentation – The Pitch Weighted: 20%
86% -100% 70-85% 69% - 60% 59% - 50% 49% - 40% 39% - 30% FAIL Below 30% FAIL
Depth and quality of
content:
Independence to develop
ideas and/or opinions to
an exceptional level.
Independence to develop
ideas and/or opinions to an
advanced level.
Wide coverage; most points
covered in depth; relevant
examples.
Reasonable coverage; some
depth; mostly relevant
examples.
Superficial coverage; some
examples irrelevant.
Information is insufficient,
inaccurate, and/or irrelevant.
The task has been
omissions.
Structure and coherence: Extremely coherent;
exceptional pacing and
pitch in presenting
material.
Extremely coherent; good
steady pace in presenting
material.
Very coherent with clear links
between ideas; easy to follow
when presenting material.
Some evidence of structure
and linking; reasonably easy to
follow when presenting
material.
Some progression of ideas, but
structure not always clear;
pace not always appropriate
when presenting material.
Ideas are introduced in no
apparent order; delivery of
material is much too fast or
too slow.
The task has been
omissions.
Justified media
planning approach,
with links to storyboard
and creative idea
The media plan contains
detail, and all decisions
are fully justified.
all decisions are fully
justified.
good level of detail, and most
decisions are clearly justified.
reasonable if somewhat limited
level of detail. Decisions are
justified but often in a limited
manner.
The media plan containsonly
a basic and simplistic level of
detail. Decisions are justified
but in a basic and simplistic
manner.
Decisions are not justified in
a relevant manner.
The task has been
omissions.

Understanding Your Assessment Responsibilities
Extenuating Circumstances and Mitigation
If you are experiencing problems which are adversely affecting your ability to study (called
'extenuating circumstances'), then you can apply for mitigation. You can find full details of how to
apply for mitigation at: www.leedsbeckett.ac.uk/studenthub/mitigation.htm.
The University operates a fit to sit/fit to submit approach to extenuating circumstances which means
students who take their assessment are declaring themselves fit to do so. More information is
available at the above link and here: http://www.leedsbeckett.ac.uk/studenthub/examinations/
Late Submission
Without any form of extenuating circumstances, standard penalties apply for late submission of
assessed work. Full details of the penalties for late submission of course work are available at
www.leedsbeckett.ac.uk/public-information/academic-regulations.
Academic Misconduct
Academic misconduct occurs when you yourself have not done the work that you submit. It may
include cheating, plagiarism, self-plagiarism, collusion and other forms of unfair practice. What is and
what is not permitted is clearly explained in Factsheet for Students which is available to view at:
www.leedsbeckett.ac.uk/studenthub/academic-integrity.
There are a range of resources available to help you understand what is and what is not permitted
and how to use other people’s ideas in your assessed work. These include the Skills for Learning
website which can be found at http://skillsforlearning.leedsbeckett.ac.uk
The serious consequences of plagiarism and other types of unfair practice are detailed in the
Academic Regulations at www.leedsbeckett.ac.uk/public-information/academic-regulations.

The future for media planning and buying
Graham Brown and Andy Pearch Admap Magazine, November 2017
In association with ISBA and IPSOS Connect, the Media2020: Refresh research study explores
how businesses are organising themselves to meet the challenges of the rapidly evolving
media ecosystem and revisits the themes of the original Media2020 research published in
2015. The report is based on one of the most comprehensive surveys of senior marketing and
media decision-makers to date. It reveals where marketers' priorities lie and helps them
benchmark their thinking on media expenditure.
It's only 24 months since our original study, but as you will see, Media2020: Refresh clearly
shows a media ecosystem, driven by technology development and customer data,
undergoing a profound and sustained shift since 2015. The study surveyed over 250 senior
marketers responsible for over £5 billion in advertising investment.
We have identified five key themes, which we believe will be increasingly prevalent and
important for brands, agencies and marketing teams to understand as drivers of change.
Technology and data are changing the media ecosystem
Since the 2015 study, every brand we have spoken with has been reorganising to become a
more data-driven and customer-centric business. What has become clear is that this strategy
necessitates owning customer strategy and customer data, and it is this single phenomenon
that is a driving force of change for brands, as they decide how to organise internally to
deliver customer-centric communications and with whom and how to partner to achieve this.
Ownership and activation of data in-house – aided by technology – is now seen as a
prerequisite for brands. This charge is led by the C-Suite, 68% of whom believe that in-house
ownership of first-party data is mandatory for success.
Figure 1: Which of the following capabilities do you judge will be most critical to the success
of your business?

Data analytics and insight as core capabilities are increasingly important to marketers, with
78% (up 11% from 2015) believing this attribute is the most critical to business success
(Figure 1).
By controlling data, brands can achieve greater oversight of the customer journey, which in
turn means marketers are more informed and their results more accountable. Accordingly,
marketers are becoming more influential and empowered in the boardroom, as they are
better able to demonstrate marketing's capability as a lever for business growth.
Marketing teams which own and activate their own customer data are driving change within
their organisation, and are more likely to secure the investment to build out their teams,
resources and internal capability.
Customer-centricity is encouraging new organisational models to emerge
As might have been anticipated, brands have been undergoing organisational change and
reconfiguring themselves for success since the original study. Now, teams are being built
around data capabilities: data management, data modelling and data activation, and are
seeing the benefits.
Some 54% of brands (up 12% since 2015) are managing customer data in-house, and this
customer-centric model requires brands to organise teams differently with increased and
diverse specialisms. Citing one interviewee: "When we get together as a marketing team,
some of the people in the room we would not traditionally think of as marketers; by that I
mean engineers, analysts and data scientists."
As many as 80% confirmed they will need to undergo further organisational change if they
are to deliver dynamic customer-centric content – a near universal ambition. Accordingly, we
believe agile ways of working will continue to increase, with linear processes demonstrably
inadequate to achieve the speed, fluidity and flexibility to work across the production,
resources, organisation, collaboration, development and creativity needed for this evolving
way of working.
Figure 2: Organisational strategies

It is not only brand organisational structures that are going through change. The traditional
practice of orchestrating multiple agencies and specialists is becoming increasingly difficult
and self-limiting. From our study, we found four organisational strategies emerging: Best of
Breed; Holding Company; In-house Agency (owned); and On-site Agency (rented).
But these are by no means the only brand–agency models, and many brands are operating a
hybrid model as they transition from legacy to customer-centric ways of working. By way of
example, you can rent programmatic capability but 'own' the people; or you can 'rent' the
people but own the programmatic capability (Figure 2). The increase in brands seeking
alternative counsel or changing operating models should be a cause for concern for media
agencies, especially with the emergence of new ways of working and the technology
platforms.
An indicator of this is that one in five brands now believe that strategic advice on paid media
should also not sit with their media agency. Brands are signalling that they are willing to go
direct, with less dependency on agency partners as a result.
These factors give space to and create the opportunity for the large management
consultants, who are ready and equipped (some may argue only partly) to be the professional
agency partner for business growth for brands.
Visibility within the media supply chain is the overriding concern
In a data-driven world, transparency is not just limited to clients seeing where the money
flows, it's also about seeing where your content is going. As one marketer put it, "The one
thing that keeps me awake at night? That we are spending in the right area and that it is a
good environment."
Full disclosure should be a non-negotiable standard as part of ensuring accurate, data-driven
insights which can drive brand decision-making. When we asked what aspect of the industry
marketers would like to be fixed, transparency was the most commonly mentioned (47%).
But when we asked which topic 'kept them awake at night', it is brand safety that is causing
insomnia, with nearly a quarter of respondents (24%) citing it as their main cause for
concern.
Transparency is seen as a sortable problem; brand safety is more of a systemic problem and
will require significant and continuous pressure to be resolved. Most brands' perception is
that their agency is responsible for protecting brand safety and delivering on programmatic
transparency, but agencies have been slow to fully understand this responsibility to date. For
media agencies, this represents an ideal opportunity to rebuild fractured client relationships.

Figure 3: UK digital AD revenues now at parity with traditional media
Source: MediaSense adspend database
Media measurement is not fit for purpose and is causing a bias of investment
Never has data been so important, but never has measurement been so unreliable. The
majority of respondents believe that a fractured and non-standardised media measurement
ecosystem is an impediment to better communications planning, budget planning and
advanced consumer insight. Media and effectiveness measurement is a source of frustration
for marketers; alongside brand safety, it is keeping nearly a quarter (23%) of respondents
awake at night.
As the number of routes to market continue to proliferate, brands are crying out for
unification and integration of their marketing metrics, but the measurement industry remains
siloed and increasingly fragmented. A good case in point are the dramatically different
criteria persisting across media channels to determine an advertising impression, which can
give a very false impression of media efficiency. The monopoly of the closed systems of the
big technology platforms is perceived as self-serving and limits how effectively brands can
run campaigns across them.
A major issue is bias – for example, the phenomenon where the plethora of digital data and
metrics has led paradoxically to a 'bias of spend' on channels that provide rich data sets, but
without much evidence of real success and effectiveness.
In digital, clients have learned that audiences are easy to find but attention is not, and quality
is re-emerging as a key attribute for them. Programmatic media is very efficient for targeting
purposes, but targeting alone is no guarantee of marketing effectiveness.
We may have reached peak media complexity
For many companies, budget allocation into brand-building and conversion-driving activity is
settling down close to a 50:50 ratio. In the paid media channels, we see a similar ratio of
spend allocated into digital and traditional media, and within organisations, we see brand and
performance marketing spends settling into an equal value share (Figure 3).
In 2015, 71% of respondents declared they intended to shift budgets away from paid and into
owned and earned, but now only 44% are planning to shift spend out of paid – another sign
of a more balanced ecosystem, and a slowdown in the flow of spend into digital media.

Much of the expectation created by the availability of automation, dynamic content and
social platforms has subsided. Media2020: Refresh shows that brands are no longer as
favourable as they once were towards the big technology platforms, with a 20% decline in
the importance of working with technology platforms cited by respondents since 2015.
Of course, no two brands are the same and no two marketing organisations are the same
either. But all organisations are moving (some more quickly and ably than others) towards
data-driven models. Brands, now more than ever, have more choice as to how they operate
and with whom.
A clear path emerges for the management of media
While it's hard to make predictions, especially about the future and as brands retune,
recalibrate and reset their internal processes and internal and external resources, we predict
the following points will be fundamental for effective brand media management in the run-
up to 2020.
Media will be organised around the pillars of profitable growth and customer retention, with
a data- and outcome-centric investment case made for all spending. Media campaigns will be
powered by data insights and activated on data platforms. Organisations will embrace more
agile and fluid ways of working to deliver on customer-centric marketing, and brands will
assume responsibility for managing customer data in-house and will gain control of customer
insight.
We expect industry stakeholders to press for more consistent measurement standards to
enable better attribution, but it will be by no means a perfect science. With the General Data
Protection Regulation on the horizon, all parties will need to comply with stricter customer
and media data protocols.
Brands will have clearer visibility and much better understanding of where their money is
spent and what they are buying. Brand-specific media KPIs will become the barometers of
accountability rather than industry benchmarks.
As data helps brands distinguish between good and bad impressions, the role of performance
measurement will be to add value rather than reduce costs – a positive outcome for quality
content providers and evidence-based technology platforms.
The full report is available at www.media-sense.com/media2020
https://www.warc.com/content/article/admap/the-future-for-media-planning-and-buying/113313
Accessed 6th
January 2020

Yorkshire Tea: Planning done proper
Campaign details
Brand: Yorkshire Tea
Client: Bettys and Taylors of Harrogate
Agency: Goodstuff Communications / Lucky Generals
Summary
This is a story about how developing a creative strategy is like a lot like making a mug of tea.
Yorkshire Tea make a better brew because they 'Do things proper'. They source only the best
leaves, taste a 1000 cups a day and generally go the extra mile wherever a bigger brand
might cut corners.
But we recognised that such detailed production stories wouldn't break through to
unengaged, habitual tea drinkers who were buying the same brand week after week on
autopilot.
So we decided to dramatise the fact that Yorkshire do everything proper, even tasks that
have nothing to do with making their tea.
To prove this, we hired some of Yorkshire's most famously talented celebrities to do menial
jobs around the Yorkshire Tea factory. The Gold Medal winning Brownlee Brothers were
taken on as couriers, Sir Michael Parkinson became head of interviews and The Kaiser Chiefs
performed Yorkshire's hold music live in reception.
By starting with a proper understanding of the problem and then coming up with a proper
strategic leap, we drove proper great results.
Proving that in planning, as in tea, it's best to do everything proper.
Introduction
There's a growing concern in our industry that we're forgetting how to do planning properly
(or 'Proper' as our friends in Yorkshire would say).
Industry commentators like Mark Ritson have bemoaned our abandonment of marketing
strategy in pursuit of the latest tactical fads and fashions1.
And the APG themselves have published several books urging planners to beware myths and
hype and stay rooted in fact-based thinking2.
This paper shows why such strategic rigour is so important.
Because it proves that developing creative strategy is a lot like making a mug of tea.

It's much better when you do it proper.
Starting with a proper business problem
Proper planning starts with a proper business problem, and so does this story.
Yorkshire Tea had spent four decades slowly working its way up from a small regional product
to a national player, but by 2016 sales had plateaued.
The brand was stuck in third place, with little sign of further growth.
As a result Yorkshire Tea's owners set a clear business objective - help us accelerate past 22%
value share (Tetley's level) and become number two in the market.
Getting a proper grip on the challenge
It was easy to say 'grow share', but how? Where would sales have to come from?
We looked at the Standard Black Tea market. It was in long-term decline. Older tea drinkers
were dying off and their grandchildren weren't picking up the habit3.
This meant we couldn't rely on recruiting entirely new tea drinkers to hit our target. We
would have to win existing drinkers from other brands, especially the two leaders PG Tips and
Tetley.

And as we dug down further, we began to realise how hard that would be.
In research, people told us their brand of tea was the one their mum had bought. The brand
they'd been raised on. They'd never think of changing it4.
At first we didn't believe this. Byron Sharp has shown that loyalty to FMCG brands is normally
very low, with just 13% of category buyers restricting their purchases to one brand per year5.
But when we sourced at the same figure for the UK Black Tea market we found it was 43%,
three times the average6!
It was clear that black tea was an unusually habitual purchase. A market where loyalty (or
perhaps apathy) was high and people were sleep-shopping the aisle, buying the same thing
week after week.
Winning drinkers from the leading brands wasn't going to be easy.
Defining a proper role for communications
Okay so we knew we had to win over drinkers of other brands. And we knew it would be
tough to do so.
But Yorkshire Tea's owners had a message that they believed could help. A message about
how they did things properly (or proper, as they put it).
This motto was emblazoned on the wall of their factory and drove every decision in their
production process. They sent their buyers to work on tea plantations for 6 months. They
tasted 1000 brews a day to perfect their blend. They made special tea for hard water areas...
and so on.
Basically, wherever a big corporation might cut corners to save money, they went the extra
mile to ensure a really great product.

Yorkshire Tea's existing buyers seemed to appreciate this dedication to quality. In our
research they waxed lyrical about how Yorkshire Tea was 'A Proper brew' (the brand's
existing end line)7.
But buyers of other tea brands were largely oblivious to it. Tracking data showed that they
were far less aware of Yorkshire's dedication to doing things proper.
It was clear what communications had to do. It had to break through to the drinkers of other
tea brands and wake them up to Yorkshire's point of difference.
It had to make Yorkshire's dedication to 'Doing things proper' culturally famous.
The brief - a proper strategic leap
We had worked out what communications needed to do, but as we developed our brief we
started to worry about how interesting Yorkshire Tea's proper production stories would really
be in the outside world.
Yes they knew all their farmers by name. Yes they sourced from some of the best tea gardens
in the world. Yes they used only the highest-grade tea for their decaf brew...
But would drinkers of other brands really care about these facts? Would they really break
through the apathy surrounding this category?

We feared not. Our audience were quite happy with their current brand of tea and
completely uninterested in the details of its manufacture.
During this period of introspection we were making lots of trips up to the Yorkshire Tea
factory in Harrogate, and we started to notice something.
Yorkshire's philosophy of 'Doing things proper' seemed to spill over from the tea production
process into other aspects of their company culture.
They did lots of other little things proper too.
The receptionist always seemed to know we were coming and had a little welcome sign ready
with our names on it when we arrived.
When they sent out their sampling van, real people from the company (even very senior
ones) gave up their weekends to staff it.
When the business did well, they gave everyone the same bonus, regardless of role or
tenure.
And so on. There were hundreds more examples like this.
Yorkshire Tea was a place where they seemed to do everything proper, which somehow said
more about the quality of their tea than all those detailed production facts ever would.
We realised that this might be a way to make people care about Yorkshire's proper
philosophy.
Because we all have to do small jobs at work ourselves. And we know that when the small
jobs are done well, it's a sure sign that the big ones are being done well too.
We decided to celebrate not how Yorkshire made their tea, but how they did other things
proper instead.
Our proposition?
Yorkshire Tea - where everything's done proper.
The creative work - some proper talented new recruits
Our strategic leap inspired great creative work.
To celebrate the fact that Yorkshire Tea is a place where everything's done proper we hired
famously talented Yorkshire celebrities to do menial jobs around the company's
headquarters.
The Brownlee Brothers (Olympic medal winning triathletes) became Yorkshire Tea's new
couriers, because they were brilliant at getting things from one place to another quickly.

The Kaiser Chiefs (the famous band from Leeds) provided hold music for incoming callers,
playing it live in reception whenever it was required.
And potential employees were assessed by a new 'Head of interviews': Sir Michael Parkinson
the famous talk show host.

Casting done proper - making the right hires
We considered a lot of different celebrity 'hires' for our ads, debating the merits of everyone
from Mary Berry (as provider of the office cake trolley) to Alan Titchmarch (as the chap who
watered the office plants).
But here again we did things proper, thoroughly researching our candidates to find out who
was right for the job.
We discovered that they needed to meet three overlapping criteria8:
1. They had to be from Yorkshire, to ensure strong branding and keep local fans happy.
2. They had to be national treasures, so they would break through culturally and get noticed by
drinkers of other tea brands.
3. And they had to be recognised experts at what we were hiring them to do.
So we put the Brownlees, Kaisers and Parky on the payroll and never looked back.
Shooting done proper - how the strategy informed production
If Yorkshire Tea was a place that did everything proper, that needed to extend to how it
made ads as well.
So rather than shooting on location, we brought our new hires to the real Yorkshire Tea HQ
and included real Yorkshire Tea staff in supporting roles.
' Lucky Generals creative development qual 2016

We even sent the Brownlee Brothers out to deliver tea to a few lucky Yorkshire Tea
customers at launch.
Media planning done proper - reaching all buyers, continuously
Working with our partners Goodstuff we ignored the various media myths that tend to fly
around these days and did some proper media planning.
Our audience averaged older than 45 and were heavy TV viewers. TV was also the best
medium to create the cultural fame we were after, so it received the bulk of our budget.
Tea is a regular stock up purchase, so we rotated 30 and 20 second spots to maintain a
frequent presence on air.
And we overspent in cheaper months so we could make Yorkshire's dedication to doing
things proper as famous as possible.
Our secondary medium was social media to make the most of Yorkshire's loyal fans and
encourage them to spread the word about the brand's new hires.
The result was a plan that maximised what Byron Sharp calls 'Mental availability'9, and saw
Yorkshire Tea advertise during 45 weeks over 2 years.

Achieving proper cut through
So did we get those habitual buyers of other brands to take notice of Yorkshire's proper-
ness?
Yes we did. The new campaign cut through to Non Yorkshire Tea Drinkers far better than
anything the brand had previously done.
Proper shifts in brand perception
Okay, so buyers of other brands noticed the campaign, but did it change their view of
Yorkshire Tea?
Yep. We saw significant increases amongst Non Drinkers on every major tracking statement
after the launch.

Proper growth in sales and share
Right so we influenced perceptions, but it change behaviour? Did people switch?
Again, yes. Yorkshire Tea sales began surging as soon as the campaign went on air and have
held up brilliantly ever since, even though the market continues to decline.
We achieved our 22% share target within 4 months, outstripping Tetley to become number 2.
This change in behaviour was so unprecedented in the habitual British tea market that it
made national headlines.
Two years into the campaign Yorkshire Tea share continues to grow, and the brand now has
its sights firmly set on the top spot.

(Oh, and in case you were wondering, Yorkshire Tea is still promoted less than PG Tips and
Tetley and remains priced at a premium to them10.)
Finally, guess which region saw the biggest growth at launch?
Lancashire .11
And as anyone from up north will tell you, a campaign that could convince Lancastrians to
buy a product called 'Yorkshire Tea' must have been proper great.
Conclusion - doing things proper matters
This campaign took 9 months to develop.
We started with a proper business objective and made sure we had a proper grip on the
problem.
Then we came up with a proper strategic leap to make our message interesting, choosing to
celebrate the fact Yorkshire did everything proper (not just that they made their tea proper).
Finally, we carried that philosophy through to our casting, production and media choices.
And all that led to proper amazing results.
Proving that in planning, as in tea, it's best to do everything proper.

Footnotes
1. Ritson in Marketing Week: 'Tactics without strategy is dumbing down our
discipline' (11.05.16), 'Ignore all the waffle and set time aside for strategic
thinking' (09.01.18), and many others!
2. Eat Your Greens' (Wiemer Snijders) and How Net To Plan (Les Binet and Sarah Carter), both
2018.
3. Mintel 'Tea and other hot drinks' 2017
4. Lucky Generals Tea groups, 2016
5. Byron Sharp 'How Brands Grow' chapter 7
6. Kantar cross purchasing analysis for UK standard black tea, 52 w/e 26th Feb 2017
7. Lucky Generals Tea groups, 2016
8. Lucky Generals creative development qual 2016
9. Byron Sharp 'How Brands Grow' chapter 12
10. Neilsen IRI - Yorkshire Tea has averaged 10% less volume sold on deal than PG and Tetley
during the campaign and has been priced 15%-20% more than them in pounds per KG.
11. Neilsen IRI - value sales in Lancashire grew 15% during the first year of the campaign versus
12% average growth nationally.
https://www.warc.com/content/article/apg/yorkshire-tea-planning-done-proper/127522 Accessed 6th
January 2020

Module Handbook MPP

Recommended

Recommended

More Related Content

Similar to Module Handbook MPP

Similar to Module Handbook MPP (20)

More from Neil Kelley

More from Neil Kelley (20)

Recently uploaded

Recently uploaded (20)

Module Handbook MPP