Direct marketing becoming less inclined to take back seat
The direct marketing sector struggles with image problems. Its ‘junk mail’ tag, in particular, has proved difficult to shake off, despite significant improvements in targeting and more responsible attitudes being adopted by the majority of brands and agencies that use direct mail.
Other reputation issues persist just as obdurately. Despite sterling efforts by bodies such as the Direct Marketing Association (DMA) to improve the sector’s environmental performance, the public perception is that the medium still lacks ‘green’ credentials.
Nonetheless, despite the challenges, the industry also faces a number of opportunities, particularly in the digital space. Boundaries between agency types have never been as blurred as they are today, and with their expertise in targeting customer segments and generating direct response, direct shops are well-placed to connect with the digital savvy consumer across a variety of platforms.
Some direct luminaries suggest that by virtue of their agency’s skills in engaging with consumers and delivering return on investment across multiple platforms, they are well-equipped to take on a strategic lead agency role, overturning the hegemony that has long rested with ad agencies. It is a compelling and controversial argument, but not everyone is convinced.
Colin Woodcock, head of brand at Prudential, says he would consider having a direct business as his lead agency. He adds that the decision would, of course, hinge on factors such as campaign aims, budget and brand issues.
“If there is a clear brand proposition, branding framework and product/service propositions that are appealing, profitable and available direct, then why not?” he says. “That said, the need to integrate communication across different audiences and media means that the make-up of my virtual agency team is almost certainly more important than who leads it.”
Source: Economic Times
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