By Bruce D. Murdy
Contributing Writer

For the past decade, the large advertising firms in New York, Chicago, Atlanta and elsewhere have touted the newly discovered idea of “integration,” the idea of bringing the seemingly contrasting disciplines within communications companies—public relations, direct marketing, interactive advertising, etc.—together under one roof.

Ironically, the idea of separate and distinct “media agencies” also came into maturity during this time.

These companies focused on what was often viewed as “back of the house” activities, negotiating with media (TV, radio, newspaper, etc.) for lower costs and higher efficiencies.

Suddenly, the idea of media planning and buying agencies came into vogue. Media was seen as a commodity.

With advertisers on consolidated budgets, a media agency had more buying power to negotiate lower rates.

It was often more about brawn than brains.

So while integration was the buzz word, the media buying component of communications was often spun off to a firm that would promise that they could do it cheaper.

Realizations

Today there is a renaissance of belief that integrated planning is critical.

This is evolving in part because of the much broader range of messaging possibilities that exist now relative to just a decade ago.

Media planners are emerging as champions of creative thinking by finding new ways to deliver a client’s message that combines both accountability and creativity, and the winner is the client.

The idea of how to deliver a message efficiently is often referred to as “channel planning.”

The idea of media planning is becoming less relevant because how you deliver a message today and in the future may be far less dependent on what we now recognize as traditional media but rather as distinct and creative ways to channel the message to our target audience. This is true integration at its best.

Creative ideas with accountability should come from everyone in a communications firm, including the media department.

Of course, there are so many new ways to deliver a message, with options limited only by creativity, that perhaps it does need to be seen anew.

This new challenge means more connectivity with others within a communications firm, including strategic planners, public relations specialists, interactive planners, creative writers, art directors, etc.

Media planners have found that the idea of where the message is delivered can be as creative and important as what the message is. And their role in navigating the delivery of the message creatively and efficiently is far more complex and, therefore, more important than ever before.

Forward thinking

Does this mean that media agencies are a thing of the past? Not likely.

Media buying specialists have recognized their importance in integrated communications.

The back room negotiators have taken up space in the “front of the house” and sit at the decision-making table from the beginning and, as often, take the lead in generating creative ways to deliver the message.

Having all these functions at one firm makes this effort far more efficient and effective.

Media specialists are delivering smarter ideas and are working hard to integrate their thinking with the creative teams that will be executing the ideas.

At the end of the day, the job of the successful communications firm is to find increasingly relevant methods to deliver a powerful creative message to the target audience.

It is multifaceted, time consuming and a creative challenge.

And it makes the job of integrating all these messages and delivery methods more critical than ever before.

Bruce D. Murdy is president of Rawle-Murdy Associates Inc., a Charleston-based marketing, advertising and public relations firm. E-mail him at bmurdy@rawlemurdy.com.

SUBSCRIBE | REPRINTS | CONTACT US

Phone: 843-849-3100    Fax: 843-849-3122