Adoi Malaysia 1999 June

5 June/July 1999

f http://www.smatcom.com 'Over 12,000 readers

BAYARAN POS JELAS POSTAGE PAID KUALA LUMPUR MALAYSIA NO: WP 0071

Gerald Miranda CEO of Zenith Malaysia says Media Specialists are here to stay!

150,000 in October '97

50,000 in October '96

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; last month has seen more changes than the first quarter of this year.

The stock market is showing positive signs of bouncing back. Maybe it's too early to predict that we've turned the corner, but one thing's for sure: recent improvements have been a long time coming.

On the publishing front, the folks behind this magazine recently launched the Advertising Directory of Singapore (ADS) 1999 and released 6,000 copies to key industry players in Singapore's marketplace. Limited copies are also being sold in leading book stores islandwide. ADS is now on the internet at www.smatcom.com and the site also features a collection of Singapore's top award-winning advertisements.

People movements? The most notable of course, is regional boss Chris Jaques' departure from BBDO Asia to head APL Europe. At Ogilvy & Mather Malaysia, Chairman and Group Managing Director Tom Freitag leaves following the end of his four-year term with the company, to take up a very senior position with Nestle in Switzerland. Deputy Managing Director Ng Meng Ming is now the new Managing Director, while Sonal Dabral, the ex Deputy CD at O&M Mumbai joins as Executive Creative Director. Over at Batey Ads Malaysia the young and talented Ben Hunt joins as Creative Director. Finally, TBWA Singapore takes on Graham Kelly, formerly CD at Burnett and also O&M, as their new Creative Director. He came on board on the 1st of June Office moves? Media company Rural Reach recently relocated to 1-35E, Jalan Desa 1/3, Desa Aman Puri, 52100 Kepong (tel: 637 7717), ad agency Dentsu Young & Rubicam moved to 8th Floor, Wisma E & C at No. 2, Lorong Dungun Kiri, Damansara Heights (contact numbers remain unchanged), Leo Burnett shifted to Level 5, Menara Olympia at No. 8, Jalan Raja Chulan, KL (contact numbers unchanged), Picture Library is now at Unit 1107,11th Floor Block B, Phileo Damansara 1 (tel: 756 8084), proutfit Asia PR is at F1008, 10th Floor, Block F Phileo Damansara 1 (tel: 754 5966) and ad agency Impact Challenger has moved to 705 Block A, Phileo Damansara II (tel: 757 1333). Signtech Malaysia goes eight digits with its new tel number as 9074 6688 and fax number 9074 6868.

On the media specialists front, Media Edge gets off the ground at DYR and StarCom commences operations at Leo Burnett.

And the final say on movements is the resignations of Veno Suresh and Low Chunwan, joint Creative Directors at Spencer-Azizul Advertising after a long tenure of more than eight years. They were both active in the agency's acquisition of the Malaysian Tourism and Telekom Malaysia accounts over the past year. Their immediate plans are to chill out.

4

Facing the future of media head on

7

A greater return on investment

8

Yessir, nosir, ulcer.

10 The sun rises on a new horizon 12 Media Brands in an everchanging landscape 14 Oh, what a lively war?

16 I beg to differ but...

Respectfully,

17 Stranger in a strange

land EDITOR Harmandar Singh

ADVERTISING ENQUIRIES

PRINTER Prom-Ad Creative Communications

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ADoi is published bimonthly by Sledgehammer Communications Sdn Bhd (Company No: 289967-W) 22B Jalan Tun Mohd Fuad Satu, Taman Tun Dr Ismail, 60000 Kuala Lumpur.

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© All rights reserved by Sledgehammer Communications Sdn Bhd. No part of this magazine may be reproduced in any form without prior permission in writing from the publisher. While every effort has been made to ensure the accuracy of the information in this publication, the publisher and the editor assume no responsibility for errors or omissions or for any consequences of reliance of information in this publication. The opinions expressed in this publication do not necessarily represent the views of the publisher or editor. All advertisements are the sole responsibility of the advertisers.

Letters and submissions to the Editor regarding topical news and opinions are invited. We also welcome information and pictures on industry news, personnel movements and any company developments of news value. You can send all your correspondence to The Editor, Sledgehammer Communications Sdn Bhd, 22B, Jalan Tun Mohd Fuad Satu, Taman Tan Dr Ismail, 60000 Kuala Lumpur, fax 03-716 2598 or e-mail: ham@pop.jaring.my

20 The ABCs of DM for FMCG's 25 Animation Wonders 26 Polishing the Apples 31 Fueling the power of the consumer 35 A novel idea

.•.••X: f - 'l./r

Campaign magazine described Zenith's creation as "the flame that fired a revolution, establishing media's role in the advertising process and driving recognition of the media profession beyond the wildest dreams of the industry's founding fathers."

Facing the futuf of mpirfiai

Today, Zenith Malaysia continues to lead media innovations in the country.

Its annual publication, Media in Malaysia, has come to be accepted as the industry standard.

AD >/ 4

Until about 10 years ago, media management was still very much an in-house function of advertising agencies and a cottage industry. The picture radically changed when Zenith Media opened office in London in October 1988, an amalgamation of the media departments of five major agencies in London. Nothing in the adver­ tising industry would ever be the same again.

Campaign magazine described Zenith's creation as "the flame that fired a revolution, establishing media's role in the advertising process and driving recognition of the media profession beyond the wildest dreams of the industry's founding fathers."

The winds of change reached Malaysian shores a few years later. On July 1, 1995 Zenith Media Malaysia was launched, the first interna­ tional media specialist, not just in Malaysia but in Asia. When Media magazine in Hong Kong held its annual Asian Agency of the Year awards last year, for the first time it included an award for Asia's Media Agency of the Year, signalling media's coming of age in this part of the world.

The winner was Zenith Media.

In this issue, we speak on these momen­ tous developments with Gerald Miranda, Chief Executive Officer of Zenith Media Malaysia.

A member of the Chartered Institute of Marketing, United Kingdom, among Gerald's previous appointments was that of Finance Director of Bates Malaysia, where he distin­ guished himself by winning the inaugural Finance Director of the Year Award from Bates Worldwide in 1990.

The initial plans of Zenith Worldwide were to first consolidate its position in the UK, then roll out in Europe and USA and finally to Asia. However, Gerald felt that Malaysia should seize the opportunity and strike out on its own.

So he met with John Perriss (Zenith Worldwide CEO) in London to get sanction to start Zenith in Malaysia earlier than scheduled. Sanction was obtained and Zenith Malaysia became the first Zenith office in Asia, before even Hong Kong or Tokyo or Singapore.

Gerald then became the inspiration and architect of Zenith Malaysia, and as its CEO single mindedly nurtured its growth to the forefront of Malaysian media specialisation. This paved the way for Zenith's entry into Asia.

Today, Zenith Malaysia continues to lead media innovations in the country. Its annual publication, Media in Malaysia, has come to be accepted as the industry standard. Two years ago, it launched this book on CD-ROM, which is generally believed to be the first undertaking of its kind anywhere in the world.

For the many parts Gerald has success­ fully played during his career, and the courage, vision and enterprise with which he has faced and overcome the challenges that an advertising world in a perpetual state of flux has time and again thrown up before him, he is truly advertis­ ing's 'man for all seasons.'

ADoi met up with Gerald for a face-toface rapidfire interview session recently...

What is a media independent?

Historically, independents grew up as specialist media services companies independent in their ownership from advertising agencies. In recent times, the term "independent" refers to both agency-owned (dependents) and non-agency owned media services companies. Now, world­ wide they are simply being referred to as media specialists which is a more apt description.

Zenith has successfully moved the market place in Malaysia. Is there a reason why Zenith decided to jump in first?

It is always good business to try and see where things are heading and try and get there first.

I suppose we did that with Zenith in Malaysia.

Is Zenith a truly independent media company?

As I mentioned earlier the term media indepen­ dent is a bit archaic and media specialist, I think, is a term that more appropriately describes Zenith. Fact is, all media dependents and media independents are or were either directly,

indirectly or obliquely linked to advertising agency groups. Crucially, Zenith Malaysia has evolved into a legal entity with its own philosophies, cultures and disciplines. The important thing is what and where we are now and not so much where we came from.

Did Zenith start media independency m Malaysia?

Zenith was the first international style media specialist company and we were incorporated in 1994 so that makes us a pioneer. Having said that we must remember that a form of centralised media operation existed in Malaysia in the shape of master media agency units and

ipari on they were our precursors in Malaysia. Master media agencies essentially functioned as central buying points.

The game is now total media solutions.

Strategic planning and media buying are inextri­ cably linked in the communications process.

One cannot possibly separate the two. No one tries any more to divorce planning from buying.

It is seen as a single function.

Why was there a need in the first place for media departments to break away from a full service agency?

On a global perspective, the strategy of central media buying was initially designed to try and neutralise the growing power of media owners and world domination by a handful of media conglomerates. This was the history. We have evolved our proposition over the years and now pr0vide a very critical component to the marketing process>

Zenith has had a tremendous run of winning new business. Do you think it is because of your position of size and being No.l?

It helped but advertisers are not just obsessed by the ability to negotiate cheap rates. They are equally interested in the ability to provide strategies and media solutions that deliver results more efficiently.

A few agencies may be suggesting that Zenith could be underpricing the market in Malaysia.

It's not true, is it?

Media services is an expensive business because you have to have the right people and continual­ ly invest in optimisation systems. And buy respondent level data. The cost of doing this business is considerable. You then don't go and offer your services at below cost. We don't do business at a loss and hope to make it up in volume later. Each piece of business has to stand on its own.

How are advertising agencies reacting to Zenith Malaysia?

I frankly haven't spoken to them on this issue directly although I speak to them frequently on other issues.

When we first started in Malaysia, many said that a Zenith style operation would never work in Malaysia and some perhaps, secretly hoped Zenith would fail. When it became evident we were not going to fail, people began having a different attitude toward Zenith. The rest of the market is now mirroring our move.

It is a bit humorous for me to see some of the same people who derided Zenith now scram­ bling around to start their own media shops.

And some of them will no doubt start to call themselves media specialists.

How did you feel about being asked to do this cover story for ADOI? Initially, very reticent. Later, upon reflection, yes. Certainly not as an exercise in self congrat­ ulation but really to try and shed light into our business which is currently viewed some suspicion, scepticism and even with some antagonism.

It is a bit humorous for me to see some of the same people who derided Zenith now scrambling around to start their own media shops. And some of them will no doubt start to call themselves media specialists!

There are media companies who'll do media for less than what we charge. For the quality of service and value we provide, we'll never compete on those terms. Our clients eval­ uate us more on the value of our service than what we cost them.

Has the success of Zenith destabilised the ad industry in Malaysia?

The instability of the industry (if it can be called that) is more due to the fact that advertisers are putting a lot of pressure on ad agencies to reduce their costs. Especially during the hard times. The quickest way for a company to reduce costs is to go after 'soft' items like adver­ tising and marketing. We just happened to start Zenith around this time so some people started looking at us.

Some advertisers are re-visiting the mode of compensating their ad agencies. Do you think that media specialists like Zenith are compounding the problem?

The crux of the matter really is that the tradi­ tional method of remunerating ad agencies is much flawed. And in these trying economic times, the whole proposition of what constitutes the traditional ad agency is being put under the microscope. And the ad industry is being forced to re-look at what its core competencies are.

Like what business they are really in and how they create value.

Traditional ad agencies create value for brands and do not in the strict sense of the word create commercials or buy media. Now circum­ stances are forcing them to charge for the real value they provide. However, they are finding it difficult to charge for things that they used to give away for free, like thinking, strategy, research and creativity

And everyone is now talking fee.

But there are an infinite number of ways to cut a fee and in the end nobody is really ever satis­ fied. Inspite of its inherent faults, the commis­ sion system does offer the benefit of simplicity and comprehensivity. It's also interesting to note that in a recent survey in the UK, advertisers still paying a 15% commission have reported higher advertiser satisfaction.

Ad agencies make significant contribu­ tions to brand equity and shareholder value and certainly need to be compensated for this. How­ ever, the current compensation mechanism doesn't render itself fairly to this. Management consultants seem to be more successful in charging and getting paid for advice on how to enhance brand equity.

Long relegated to second status to creative, media is now moving higher up advertisers' agenda. What is driving this?

Few countries in the world have experienced the scale of media proliferation in recent times as Malaysia has.

The fragmentation and demassification of media occasioned by this has forced media practitioners into a more pivotal role.

As a substantial cost to advertisers, media is being subject to closer scrutiny. Not surpris­ ingly, there is a greater expectation of return on investment. Unlike advertising creativity, media's

ADO' 6

contribution to the marketing mix is directly mea­ surable through the size, composition and quality of the audience it reaches. These two fundamen­ tal variables of media cost and audience exposure present advertisers with considerable opportuni­ ty for efficiency gains. Zenith has always been very single-minded about delivering these efficiencies and providing advertisers with a very sustainable competitive advantage.

We are certainly committed to construct the most relevant and effective communications strategies and then execute them through no compromise negotiation.

How important is media to the total A&P efforts of an advertiser?

Media strategies must address the unique com­ munications needs that surround each brand.

What is the advertising seeking to achieve? How is the advertising meant to work? How can we make it more efficient? Determining the precise target audience is key to defining a brand's com­ munications needs, whether it is in terms of awareness or preference, or in encouraging trial or repeat purchase.

Another dimension is impact, especially in today's increasingly crowded media environ­ ment. Creative excellence alone is insufficient.

Media cut-through created from imaginative and innovative media thinking can produce the spark that enables the advertising message to break through.

An oft made criticism of media independents is that they are long on buying but short on planning. Your comment?

The buying based focus of the mid-nineties was undeniable. Some advertisers are still obsessed with continuing to extract extra percentage points in value out of their buying operations.

While this level of buying scrutiny continues unabated, the shrewder advertisers are now turning to the equally important planning ele­ ment of the equation. The planning discipline is 'softer' in that it relies more on judgement.

But improvements in the quality and quan­ tity of research in support of planning are rapidly changing the way advertisers evaluate their media plans. Zenith's global leadership in television media optimisation is one example. The 'recency theory' by John Philip Jones is another.

Media plans can never be smart enough or creative enough. As traditional mass media continues to fragment, a dual goal emerges: finding totally new ways to reach the consumer and finding more creative ways of using traditional media.

One of the wonderful things you can do with a big international network is harvest information and opinion. This is the most valuable single source of what we now call \knowledge management\ a product of which is the range of Zenith reports.

You said 'recency theory'. Is it a new media buzzword?

'Recency' is not a difficult concept to grasp.

At its simplest, the recency approach is based on the notion that consumers are most likely to be influenced by advertising that's proximate to purchase. There is also a longer answer to your question, of course.

You recently forecast an end to Malaysia's adex downtrend and a rebound for the next three years. It was a good call, as subsequent econom­ ic data and events seem to indicate.

One of the wonderful things you can do with a big international network is harvest information and opinion. This is the most valuable single source of what we now call 'knowledge manage­ ment', a product of which is the range of Zenith reports. Twice a year, we collect forecasts of advertising expenditure from our network. We last did this between September and November last year, when financial turmoil and falling stock valuations pointed to imminent and seri­ ous global recession. We suspected advertising would get sucked into this black hole too. But once the replies from the network started com­ ing in, we quickly cheered up. Certainly, some countries had problems which we already knew.

But even these seemed to be on the mend. Fear of recession made good copy, but the consis­ tently upbeat messages from all our correspon­ dents in 52 countries was good news.

So, what's on the horizon for Zenith?

What we offer best now is strategic advice and advertising media solutions and we will continue to do this. If we are going to go into new areas, our investment and expertise in these areas must be a logical extension of the Zenith philosophy.

Advertisers are now increasingly looking to their media companies for advice across a broader spectrum of communications and this may take us into new service areas.

A greater return on investment

by Ma/rgaret Lvm, ManagingDirectoi^^amX Afedjagase_

The fundamental point is that the very existence of media specialists allows a client to appoint the very best creative supplier, and the very best media supplier - without compromise. Another simple fact is that rarely, if ever, does a client appoint a full-service advertising agency purely on the basis of its media capability.

Media Specialists are definitely here and there's no stopping the tide. As with anything different or new, it takes time for people to get used to it, and during that time there is often a lot of negative comment and real resistance. The simple fact is that none of us like change. Strange really when you consider that the very essence of what we do is attempt to bring about change in purchase habits, attitude of mind, etc.

The fundamental point is that the very existence of media special足 ists allows a client to appoint the very best creative supplier, and the very best media supplier - without compromise. Another simple fact is that rarely, if ever, does a client appoint a full-service advertising agency purely on the basis of its media capability. I have been around for a while, and I have certainly never heard of it happening. A media specialist, by definition, only does media and can't hide poor media service behind a great creative idea. We are therefore more accountable. If we don't get it right, every time, we lose the business.

So when a client appoints a media specialist, he does so because he is convinced he will get better people, better resources, better planning, better buying, better service, greater expertise and greater experience. All of which will give him more advertising for the same budget, or the same amount of advertising for a smaller budget. In essence, increased value and more effective advertising. Or alternatively, a greater Return On Investment.

Let's look at the way a client of a full-service agency might react when first approached by a media specialist. The first of two most common reactions is, "If I have two suppliers, it will mean twice as much work for me".

Our response is that the client should brief both ourselves and the creative supplier at the same time. We already have experience in working success足 fully with a number of creative suppliers, and will continue to work with them to deliver the best solutions to the client's brief. We may occasionally have a difference of opinion with his creative supplier over what may be the best solution, but these should be resolved between us professionally, based on what we believe is in the best interests of the client.

ADoi rates stay the same even after two years!

The publishers on ADoi magazine recently announced there would be no increase in ad rates for their bimonthly magazine, even after the completion of their second year in publication. Advertising rates are as follows: Full-colour, outside back page Full-colour, inside back page Full-colour, inside front page Full-colour, full-page ROP Full-colour, half-page ROP Full-colour, quarter-page ROP Black and white, full-page ROP Black and white, half-page ROP Black and white, quarter-page A4 insert (no fold)

RM 5,000 RM 4,500 RM 4,500 RM 3,000 RM 2,000 RM 1,500 RM 2,000 RM 1,500 RM 1,000 RM 2,000

For advertising enquiries, call ADLANTIS Communications on 603-754 7271. Fax: 603-757 3343. E-mail: vylo@pc.jaring.my

The second reaction is "How do I tell my ad agency? Will they still want to work for me? Can I still be assured of the same calibre of account service and creative work?" The simple answer is, as honestly as he can. After all, the best relationships, business and personal are based on honesty, mutual respect and admiration. The client needs to take time to explain to his agency exactly why he had decided to appoint a media specialist. Even so, human nature being what it is, the agency is likely to be unhappy about this: their income is likely to be dramatically reduced. For the same reason, relationships - clients/agency, and agency/media specialist are likely to be a little 'difficult' at first. Turning to the experience of Europe where the concept of media specialists started and where over 70% of total media are bought by media specialists today, advertis足 ing professionals very quickly get used to the fact that if this is what their client wants, and they had better just get on with it. Significantly, no agency has resigned a client of any significance because he had decided to work with a media specialist. It might just be worth mentioning here that although the agency's income will be reduced, their margin on the business could actually increase (no media department involvement, less finance department time, etc.)

The single issue that drives the benefits to a client of working with Carat can be summarised in four words - Increased Return On Investment.

We understand our clients' businesses, and we understand the market place they operate in. But however simple and obvious this sounds, none of us should under-estimate the time and effort it takes to convince clients.

Colin Robinson, the Regional Development Director of Carat Asia Pacific tells me that he is reminded of a stunt he saw on television some time ago, where a guy on Sixth Avenue in New York was trying to give away $100 bills to passers-by: fearing there was a catch, nobody wanted to take them.

Sometimes I believe, the alternative we present to clients sounds too good to be true. It is all about increasing the return on their investment and at no incremental cost to them.

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7 ADO;

Yessir, nosir, ulcer.

I once worked for the Sydney office of a multinational agency that found itself trapped in a situation like this.

A honcho from a major client's European head office was in town to godfather the launch of an important new product.

This old jokester's definition of an advertis­ ing executive highlights an abiding and wide­ spread problem with agency-client relationships.

And that's the difficulty of locating, let alone walking, the very fine line between servility and service. Where fortunes are involved in billings, commissions and fees, the temptation to appease the client by acceding to his or her every wish and whim can be very difficult to resist. Clients aren't infallible, any more than agencies are. And lots of them fail to realise that great advertising partner­ ships spring from healthy give-and-take, not take-

the-money-and-run subservience.

I once worked for the Sydney office of a multinational agency that found itself trapped in a situation like this. A honcho from a major client's European head office was in town to god­ father the launch of an important new product.

He was a big, gruff, take-no-prisoners kind of a guy with, as is the wont of head-office honchos, a way of stating his opinions as if they were holy writ. And, as employees of an agency whose headquarters in New York entertained high hopes of our retaining clients and meeting billings and bottom-line estimates, we meekly acquiesced.

Adding more and more people to meetings with the visiting client heavy in a desperate attempt to impress him with something, anything, even if only our sheer sycophancy. The man himself finally fixed the problem. One day, after a whole cringing group of us had nodded assent to some outrageous proposition he'd voiced concerning the advertising for his company's new product, he lost his temper, pounded a mighty fist on the boardroom table and roared: "Why in this country will nobody argue with me?"

After that we did argue with him. A lot.

And most relaxing and enjoyable it was for all concerned. Highly productive, too. We came up with a campaign we loved, and so did everybody on the client side. As for the consumers when

by Deane Johns

they were exposed to the TV campaign months later, they were just as enthusiastic. Buying the product in such numbers that it achieved not its budgeted 9% market share within 12 months of launch, but 19%. Most incredible of all, though, was the payoff in client-agency terms. Those of us in the agency who'd worked on the project were so happy with the international guy, and so grateful to him for shaming us into getting up off our bellies and relating to him like adults that, came time for him to leave town, we took him out for a thank-you lunch. And, in what could well have been an agency first, paid for the whole damn thing not out of agency expenses but with our very own money.

Unhappily, though, that all took place a very long time ago. And since then I've foolishly allowed myself to work for lots agencies and clients with little or no respect for each others' opinions, or for the idea of professional mutuality, or indeed anything that fell others' opinions, or for the idea of professional mutuality, or indeed anything that fell outside the terms of the Golden Rule. Which is a pity, because although "He who has the gold makes the rules" undoubtedly has a nice ring to it, it's certain death to great advertis­ ing. And in the long term, fatal to the integrity, effectiveness and self respect of agencies that subject themselves to its dictates.

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The Sun rises on a new horizon!

Building readership loyalty, circulation, is very tough.

Once you begin to lose readership, which is happening to some papers because of the current tough times, the climb back is extremely difficult.

Ever since The Sun started off as a fledgling newspaper, it had been treated as a poorer cousin to the two main English dailies in Malaysia. But not anymore. With new CEO Hng Hung Yong at the helm, The Sun is no pushover in the newspaper game. It revamped its look with a new bold format and jumped its cover price by 20 sen, which is admirably still holding despite criticisms saying it would falter, with the difficult economic conditions and all. Hung Yong himself, is no pushover either, having served as the Managing Director and Group Editor of Star Publications in its growing years from 1977 to 1983. He subsequently worked in senior management positions with companies involved in various businesses including finance, proper­ ty development, hotels, gaming, credit cards, transport and industrial manufacturing.

Immediately prior to joining Sun Media Corporation, he was CEO and founding Director of Yayasan Salam Malaysia, the national volunteer agency Hung Yong studied political science in the United States and read law in London.

Recently, ADoi met up with the self-confessed Aquarian who has a lot on his shoulders and mind, to find what is making The Sun tick...

This is your second time in the media world, newspapers that is, how do you feel about this 'revisit'?

Well, it was the last thing I expected. I thought I had left the newspaper world for good. When I joined The Star it was during the 'Tunku' years and we had an office in Jalan Travers near the railway track. Every time the train went by our office, the machines would shake! Five months after I joined, The Star moved to KL from Penang and became a national newspaper. I was wearing two hats, management and editorial, so I had a lot on my plate. It was a busy time and we had to turn the company around. I had never imagined that one day I would be competing with the same company I helped build!

But for me joining The Sun has more to do with just fate. Because at some point in life, you ask yourself what you want to do. Having been here and there, coming to The Sun was an opportunity to build a credible newspaper, turn the company around and make it grow from its modest but respectable readership base.

How is The Sun shaping up?

Well, we make the best of what we have. We are the 'new kid on the block'. The main newspa­ pers here are very big and have a strong tradi­ tion over time. They have resources, goodwill,

AD'"'' 10

etc., going for them. The parameters in the mar­ ketplace therefore have been pre-determined.

The question is, how different can you be from your competitors. You must also remember, that in this industry, most of the players came from the same mould. The people in The Star came from NST and people from The Sun came from both these two papers and so on. So there is a tendency for people to think in the same way, ask the same kind of questions when looking for stories, etc. At The Sun, we deliberately ask different kind of questions at the same time. To do things in new ways and so on. We are new, smaller and we think we have put together a reasonably different product, not different for its own sake, but refreshingly so... we call it a better read. We have about 500 people here and time will tell how we'll shape up.

Tell us about the new look for the paper.

We are four and the half years old now and it was time to give the paper a new look. We wanted a paper that was busy looking, had a friendlier format, high story count, a more authoritative voice and so on. We have done away with the generous white space look and packed the paper with more editorial. We have eliminated the 'magazine' section and now just have two sections - section A and B. We have four front pages now - the usual front page and a front page each for business, sports and features. The pagination has been rearranged and so far, the response has been pretty good. Despite our 25% increase in cover price we have not suffered any drop in sales. So it has been heartening so far.

You mentioned a strong 'reader loyalty' sentiment in the marketplace.

Building readership loyalty, circulation, is very tough. Once you begin to lose readership, which is happening to some papers because of the current tough times, the climb back is extremely difficult.

So while we are keen to gather new read­ ers, we are also acutely aware that we must pay heed to our core readers whose loyalty is invalu­ able. In terms of numbers, The Star is number one, followed by the New Straits Times and with us in the third position. Of course, we don't intend to remain number three forever. We are reasonably confident that we are going to make huge inroads.

What are your expectations for the paper?

As I'd mentioned earlier, we wish to provide a better read and this is done best by the coverage

of news, credibility of news and issues and your views too, as a newspaper. A complete read means, we need to inform, entertain and also educate. We'd like to be an alternative read to what's out there. Be a bit more prepared to jolt some set minds, not to rock the boat per say, but to give a refreshing perspective to things we take for granted. And I'm not talking about politics all the time, there so much more out there apart from politics. I think we have to get away from the idea that newspapers in this country should be all about politics and you do well only if you write about politics.

What sort of people join the newspaper line?

I think a lot of people enter the newspaper line by accident! It takes an unusual breed to become good newspaper people.

You must have a high tolerance for idiosyncrasies. Just like the advertising industry, I think. You have to look at 'newspapering' as a process of continuous learning. Trying to under­ stand, interpret and report news and issues as they happen. One other thing newspaper people have to learn is that they are often times very ignorant about what is going on in the real world. You often find newspaper people who have spent all their time in this line then leave to go work elsewhere, and realise there's so much they did not know when they were in the news­ paper line. Of course, there are good newspaper people, but there are not many. And of course, these good ones... they can fit anywhere else quite easily.

Where do you see The Sun in three years time?

Hopefully, the number two English daily in Malaysia by then.

R FIKIR

To keep you well-informed, Utusan Malaysia is out there sourcing for the latest news, just as it breaks, complete with details and information that really matter.

LlilHMI For News That Matters The No.1 Bahasa Malaysia daily, based on Audit Bureau of Circulation's figures ending 30 June 1998.

I MEDIA BRANDS IN AN EVERCHANGING LANDSCAPE —

I'd like to continue with the subject I discussed at length in the previous issue. The power of Media Brands, and how important they are in attracting advertisers today. A decade ago, no one would have thought television networks would become BRAND entities in their own rights. But today, the growth of Media Brands is a real phenomenon not just in the west, where over 100 channels try to outdo one another, but right here in Malaysia. Now with the advent of cable and Satellite TV, television stations have to compete in an increasingly crowd­ ed marketplace, though the pie is growing, the slices are getting smaller as more channels compete for audiences. It is no longer sufficient to merely turn out a hit series or programme, television networks must find ways to connect with the consumers and create an emotional bond.

It is the positioning and personality of the Media Brands that are rapidly becoming the most important aspect of a new para­ digm shift in television.Consumers will go for appeal, familiarity and trust, especially when confronted with an array of choice. Therefore in this very fragmented world of television, what would set one sta­ tion apart from the other is the per-

by Lara Hussein

young adults from every stra­ ta in the band.

Empowered as the voice of today's youth, MTV has built its image over time as a promoter of and political social issues.

Who would have thought that MTV would turn out to be a moral authority. Young people relate to MTV because MTV is able to talk to them in the most rele­ * vant way. ESPN has built a global amongst cult It's In Our Nature.

NATIONAL sports fans, and GEOGRAPHIC succeeded as a • CHANNEL brand, because it embodies an sonality and behaviour, before the attitude that its viewers all share; inherent entertainment value of fun loving, sporting aspirations. the station.

ESPN has created an emotional attachment that is hard to break.

MTV is clearly one of the National Geographic explores' big brand stories of all time. MTV adventure and wildlife, using one of represents a lot more than a mere the most recognisable icons (yellow provider of music videos. It's the window) ever created for a channel. only network that addresses the issues and interests of teens and Media companies like

Experience.

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ADO/ 12

Discovery, National Geographic, NBC, BBC, have all built their brands not just from creating Brand aesthetics, like colourful identities, but created a personality, that is strong and relevant. So how should a station build its brand? We need a network branding strategy that communicates a marketing message, in other words, a value that goes beyond programming. The marketing message works like a pedestal on a statue; it raises the viewers interest. Viewers don't respond to just cool looking identi­ ties but more towards the overall experience that is being delivered though the channel. EG Disney, TNT and FOX all have immediate identification with kids, but what makes them different is the different types of experiences they all promise.

Networks must build their brand personalities through an integrated communica­ tion mix, outside their channel (print, packaging, outdoor, like any other real product).

In today's market place, share of mind precedes market share. A brand that has the trust and allegiance of the consumer is positioned to survive in a crowded environment. So ultimately, the importance of becoming a brand enables them to stand out from the competition and also gives them automatic credibility to attract advertisers.

As fragmentation in the tele­ vision market continues, marketers will have to look for niche targetting or micro targetting smaller audiences. This means that media entities have to rely on their brand power like any real life product, to be attractive to advertisers. In other words, the trend will be to connect the client's brand with a media brand that has the same personality or attributes. The new paradigm I was referring to means that chan­ nels not only have to deliver a pre­ disposed target audience (no matter how small), but also have the right personality and a well branded name that advertisers can rely on for years to come.

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WAR!

The war on most people's minds these days is the war in Yugoslavia. Closer to my homefront - and I just don't mean the u«i Philippines but also the adver­ tising milieu I work in, a differ­ ent war has been raging, perhaps not as bloody but rivety ing as well. It's the battle between f m ft ••*** the country's two top cellphone service providers. I'm talking Smart Communications, the leader in terms of subscribers, and Globe Telecom, the challenger. While we've seen this kind of marketing war before - cola vs. cola, beer vs. beer, detergent vs. detergent - it's a healthy sign that despite the economic slump in this part of the world, clients are willing to spend generously to fight it out and that Filipinos, well at least the upwardly mobile ones, have the wherewithal to buy and maintain cellphones.

I hadn't really noticed the heated contest between Smart and Globe until I serendipitously ventured into Malate, old Manila's nightowl roost with its lively mix of bourgeois restaurants and bohemian bars, on April 17.

That summer night was palpably hot and muggy, despite the La Nina phenomenon which had surprised many of us with sudden rains the week that had just passed. One of Malate's main streets was closed to traffic.

Thick crowds of largely young and well-to-do people swarmed around a makeshift stage. Most of them were clutching their Globe Handyphones, eagerly awaiting a call from the emcee on stage. If a person's name was picked out of a bowl filled with calling cards and slips of paper by the emcee and if the emcee successfully connected to the chosen's cellphone, then the person won for himself a new prepaid cellphone.

"What a unique event!" I thought to myself as I wended my way out of the packed area. In the sidelines, some people were teletexting like crazy. Over here, teletexting has become as addictive as playing computer games or surfing the Net. (Globe's edge is that it was among the first to introduce text messaging and came in digitalized at the time when Smart was still analog.)

On my way home to Makati, which is roughly twenty minutes from Malate, the main road leading to my place was like a bumper-to-bumper funeral cortege. Cars were headed toward the Fort, a restaurant row in the making located at what was once a military installation. Smart had taken over the area for its same-night event to introduce its digital service called Smart Gold. The company matched Globe gimmick for gimmick, also giving away cellphones. Which one cooked up the idea first is an issue that hasn't been settled.

The following week Smart Gold unveiled its magnum opus, an expensive two-minute TV spot that took viewers on a vertiginous travel­ ogue of the country, over high terrain and wide bodies of water, to the tune of "Ain't No Mountain High Enough". The full panoply of Smart Gold's services and features was duly shown and sung. Globe has been rather gentlemanly and has not addressed Smart's audacious move head on.

Fore and aft, it's been a delirious, delicious rivalry. Both have been encouraging switchers with trade-in offers and big price cut promos. Pages of newspapers and magazines are stuffed with full-page color ads. A lead­ ing newspaper recently devoted a huge section of its Sunday edition to the war between Globe and Smart, furnishing readers with scores of facoids.

Like the war in Yugoslavia, this one will eventually fade out. Who the victor will turn out to be is too premature to divine or determine. But as of last count, according to my well-placed sources, Smart , the bigger spender of the two, has reportedly been attracting an average of 30 new subscribers every day while Globe has been signing up a thousand.

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McCANN-ERICKSON's CONSUMER

INSIGHTS

Welcome to McCann-Erickson's fourth instalment on findings of interest from the Malaysian consumer. As part of an ongoing global initiative, McCann teams in 50 offices in 42 countries interviewed over 20,000 consumers during 1998. Findings from these group discussions form the basis of Brand Strategy and creative Selling Ideas.

WHAT IS THE GENERAL MOOD OF THE CONSIMER?

Malaysia Thailand Philippines - - - -Indonesia Korea j apan Singapore

Hopeful, Upbeat (Nationalistic) Stable ("whatever comes") Worse than six months earlier (long term .. ) Pessimistic (social disaster) Pessimistic (expectations low) Sceptical to Pessimistic Dismayed , Pessimistic

PART-TIME WORK IS CONSIDERED COOL

Some parents have no objections, others do. Teens have started enjoying this experience of earning their own money, consider it stylish and cool, and if necessary work at a job without informing their parents.

"If I think my parents would be unhappy, I just take the job and not inform my parents .... "- Working part-time is slowly emerging as a lifestyle, status symbol for teens. Its just that not enough jobs are available for all those who would like to work.

FAST FOOD AND THE MALAYSIAN CONSUMER

The Malaysian enjoys a passionate, very close relationship with food - a lot of bonding with family takes place over food. An interesting observation is that the economic downturn has seen a switch away from branded clothes and footwear, to branded food joints, which are described as affordable, enjoyable and satisfying. Food brands like McDonald's and Coffee Bean are emerging in importance and are being sought after for the satisfaction provided.

The majority of these places are located in upmarket shopping malls. A visit to a western fast food joint necessitates that consumers DRESS UP, while a visit to a local Mamak Stall (also extremely popular) would mean an occasion to DRESS DOWN !

For the young Malaysian adult, fast food is looked upon as a snacking event, not really a main meal event - a meal without rice is considered incomplete by the Malay, and therefore, fast food equals snacking and fun, not serious eating ........... .

economic times, fast food brands have been among the first to offer promotions, price-off's, free refills, and this has been responded to positively by the consumer.

McDonald's, KFC, Kenny Rogers, Burger King, have all reduced prices on certain items and this has contributed to increased consumer traffic.

Western fast food is here to stay' It appears as though this trend will grow in popularity and appeal over the months and years to come. As the monetary situation eases, the consumer will be allocating a greater share of his/her personal spending money to this product category.

For f urther Information/Insights, feel free to call: Dr Deenaz Damania, Director of Consumer Research & Training.

E-mail: deenaz_damania@mccann.com Tel: 03-2334794 Fax: 03-2305598

I beg to differ but ...

What about other stakeholders?

Such as the government. The community in which the two companies operate. Their customers.

How do we constantly and consistently get key messages out to these various groups?

Public Relations is more than media relations. You may ask: what brought about this statement? A recent article on a company which focuses on media relations positioning itself as a public relations specialist.

There are many facets to public relations. One way of looking at it would be from the perspective of specialist skills. Here are some: Reputation Management. A company's reputation is perceived differently by different stakeholders. Programmes developed around enhancing the reputation of an organisation with a view to building a long term positive imagery.

Brand care. Building brand equity is a long term process. At Edelman, we use a methodology which provides a holistic approach to building a brand pr programme.

Employee Relat ions. Employees are an organisation's best ambassadors. A company's success is highly dependent on having a highly motivated, productive workforce. Communications can play a key role in ensuring this happens not just during good times, but at all times.

Particularly during times of intensive change.

Investor Relat ions. Providing the right information to the right group of investors at the right time can make or break a company.

Business-t o-busines. Building a long term relationship with your clients who are businesses themselves requires a research-based, continuous programme.

Public Affairs/Governme nt Relations/Community Relations.

The public, the government, the community - these are all important target groups. By creating greater understanding and goodwill, a healthy relationship process is put in place which benefits everyone.

Issu es Management/Crisis Communication. Being prepared for the inevitable can even provide an organisation the avenue to turn a negative situation into an opportunity. But where do we begin?

Or we could look at it from an industry perspective where an in-depth understanding of the industry and regulatory requirements form the basis of any public relations programme. Examples of industries that we focus in at Edelman include IT, Telecommunications, Financial Services and Healthcare. Depending on what the client's needs are, the pr programme has to be tailor-made accordingly. A canned, standard pr programme will obviously provide you what you put into it - mediocre, run-of-the-mill results.

Generally, editorial services and event organisation skills are supportive elements that are brought into the entire fabric of a pr programme.

For example, imagine Company X is to be merged with Company Y. While it is important to generate media publicity on the merger, its even more important to have in place an Employee Relations programme. How do you merge two different company cultures? How do you keep morale high when people are worried about losing their jobs? What about other stakeholders? Such as the government, the community in which the two companies operate and their customers. How do we constantly and consistently get key messages out to these various groups? Media is a great channel for communication but it's not a holistic solution. Unpaid publicity generated via the media, be it print or electronic, is highly cost effective.

And it's great for building credibility as it provides third party endorsement. However, if you look upon your pr programme only from this aspect, you will only be using one of the basic tools of public relations.

As I said at the beginning, pr is more than media relations Indira Nair is Managing Director ofEdelman Public Relations Worldwide Sdn Bhd

STRANGER

IN A STRANGE 1AND (The Role of the Expatriate in Asia)

Advertising is a remarkably repetitive business and to imagine that a problem is totally unique to a particular country is a little naive and not a little provincial.

• • by Paul Loosley Recently Chris Jaques left his post as President of BBDO Asia. His parting shot was regarding the role of ex-pats in Asia. A little sour grapes there I think, but it is a subject close to my heart.

Being an ex-pat requires the equilibrium of a tightrope walker. I've been doing it now for around 21 years and I still fall off the wire with outrageous frequency.

The main problem is balancing the experience and knowledge you may have with the sensitivities of people who are not really sure why you're there in the first place.

So why are there ex-pats at all?

First is experience; the number of years a person has been doing the job.

In advertising particularly, the longer you've been at it the more tricks of the trade you'll pick up. Currently in most of Asia's main markets the advertising busi­ ness is a relatively young industry, there can't be more than a few people who have been in the business more than 10 years.

Anyone who has been looking for a senior executive locally will understand that people with that much experience are as rare as hen's teeth.

But there's a second kind of experience. And it's one that's harder to come by - exposure to advertising theory and the workings of the advertising business in a wide variety of markets.

Anyone who has experienced a wide spectrum of advertising problems and either taken part in their solving or seen them solved will see things from a broader perspective. Advertising is a remarkably repetitive business and to imagine that a problem is totally unique to a particular country is a little naive and not a little provincial. An ex-pat, therefore, could at the very least be able to cut corners and provide the clues to a solution somewhat more quickly.

Of course simply being ex-pat does not automati­ cally guarantee that this kind of experience exists neither does it guarantee he has the ability to use it should it exist, but the chances are higher. After all no one in his right mind should go to all the trouble and expense of hiring an ex-pat without some degree of certainty that they were buying this kind of experience. Would they?

This region is always being exposed to the launch of new products most of them coming from the west. An ex-pat may well have lived through or even taken part in the launch of these products or others like them in other places.

So having set up some credentials for the ex-pat how about his role: As a teacher.

The ex-pat should have some knowledge to impart. Now all of it may not be new or even relevant but whatever he might have gleaned from working in other markets cannot be totally

without value. Therefore the local folks should tap this experience and even bring some pressure to bear on the ex-pat to pass it on. Of course evaluating this experience is another matter but the people with innate ability should be able to determine the relevant from the useless.

As a watchdog.

This region is always being exposed to the launch of new products most of them coming from the west. An ex-pat may well have lived through or even taken part in the launch of these products or others like them in other places. The knowledge gained in those previous launches could save considerable time and money. While making one's own mistakes may be the most profound learning experience, in the world of business it is a luxury few can afford.

As a source of new information.

In the West, work is decided­ ly less rushed, unlike here in the east where almost everyone wants everything immediately. In consequence more time is devoted to the search for newer con­ cepts and executions and to the refining and polishing of even the smallest details.

There is also a enormous number of people involved in the highly influential entertainment arts and all continually experimenting with photography, TV, theatre and cinema. Altogether these things tend to produce a larger store­ house of the latest techniques and ideas.

Again an ex-pat has to balance all these roles if he is to be of any use to his adopted country or to himself.

There really is no alternative way for an ex-pat to operate than to be a tightrope walker.

So, if you have one, use your ex-pat well.

And if you're an ex-pat think about how you want to be remembered after you're gone.

I suppose a statue is out of the question?

17 ADO'

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by Kurt Crocker - Partner at Drayton Bird, Crocker & Mano Sdn Bhd.

It's graduation time for Malaysia. A few years overdue, actually When I first stepped foot in this lush, tropical paradise almost 10 years ago, things were different.

(By the way, I'll have a big 10th Year Anniversary Party at the end of this year and you all are invited.)

How different?

Direct Marketing was an ambition for a few, and a practice for even fewer. The infrastruc­ tures, let alone knowledge of the discipline, just weren't there.

Much has changed. We can, and much more often should, do DM. (For the uninitiated, DM is short for Direct Marketing, like DBC&M is short for Drayton Bird, Crocker & Mano) The technology and applica­ tion of database management, in­ bound/out-bound telemarketing, smart guys who know the difference between direct selling, direct mail and direct marketing ... are all here.

And guess what. There are marketers in Malaysia who are actually doing it. Or will very soon.

Doing it like the big guys in those huge foreign markets that are becoming increasingly jealous of our success. All this could have happened on a bigger scale a few years ago, but nevermind.

Malaysia is ready. And not just the direct marketing of finan­ cial services, one of the first business categories to exploit the discipline. Not just business-tobusiness direct marketing, another tradition application. Malaysia is ready to direct market Fast Moving Consumer Goods (FMCGs).

Believe it? Let me give you a couple of examples of what those foreign guys are doing. In each case, Malaysia could be doing the same kind of programmes.

Number One in Nappies Huggies diapers. They were #3 in the U.S. market to P&G brands Love and Pampers. P&G were real­ ly big TV spenders and Huggies couldn't match their budgets. So they tried a direct approach.

First, they established the value of a customer. Calculators in hand, they figured if one mum kept buying Huggies throughout her

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The technology and application of database management, in-bound/ out-bound telemarketing, smart guys who know the difference between direct selling, direct mail and direct marketing ... are all here. baby's need for them, she'd be worth a net profit of $1,200. Ah hah! A loyalty programme!

A name list was created of ladies attending maternity clinics.

(Nevermind that there are few maternity clinics in Malaysia. You can get your own names in other ways) They mailed a series of booklets about child development, and included incentives to purchase the Huggies brand. And they started before the baby was even born.

The result? In six months, they became leaders in their test market.

Noodles Rule Buitoni Pasta.

This premium quality pasta brand faced an onslaught of store-brand pasta. (You know, like those generic labels you see on Malaysian super­ market shelves that are supposed to be cheaper but aren't) Buitoni, which has a lovely label, decided to capitalise on that emblem and incorporate Direct Marketing into their TV and press advertising.

The offer? A free 20-page recipe booklet. That offer got them 100,000 names. Next step? Mail to the list, with an invitation to join a club that promised a free magazine with recipes, articles and features.

Plus opportunities to win trips to Casa Buitoni (their HQ in Italy - a real, live Casa) for cooking lessons and even participation in product development. And, of course, club members were incentivised to purchase the product. Buitoni also used a segment of their database to introduce a new product. So they sold ... and learned.

Fame and fortune for the likes of nappies and noodles.

It should happen in Malaysia!

Perspectives on Healthcare Advertising

'Experts' undermining role and value of healthcare advertising!

The current global financial situation has affected the pharmaceutical sector worldwide and this has lead to mergers being the order of the day.

These business moves by the pharmaceutical industry have not only affect­ ed the morale of their workforce by them being unsure of their jobs or skills once the blueprint of the merger is in place, but also the advertising agen­ cies that are servicing them.

In order to identify the best strategies and solutions for the merg­ ers, financial and management consultants are brought in; to obtain the maximum financial gain. However, the pharmaceutical company, prior to the merger would have worked out an extensive advertising plan in order to project a particular drug as a market leader in three years. So, when the merger takes places, their plans may be just at the 'take-off' stage.

But to these expert consultants, to spend money on projects like these is not sound financial strategy This is bad news for the advertising agency who had spent a lot of time and money for the campaign and only managed to see it barely start out. Just like the staff of the merger compa­ nies who have to go through an evaluation to justify their worth in the new company, the advertising agency too has the difficult task to project its credentials to the new 'experts'.

And the question that is uppermost in the minds of these 'experts' is: Is it necessary to spent all that money on advertising and promotions?

To them the product is selling very well and has achieved a leadership posi­ tion in the market. They forget an advertising agency has spent time and money to understand the nature of the client's business. A lot of research time has been invested to identify the best possible strategies for their client. This, to the consultants is not important. What is very important is the price of the service that is quoted at the end of the day.

Which begs the question: if an agency without any experience were to undertake a project for the client, do you think it will meet the market­ ing objectives set by the client? Compared to an agency with a proven track record? One cannot buy good creative work by paying peanuts. The other awkward management solution these 'experts' have been implementing is to obtain three quotations for every new creative job that is needed. Hence, a detail ad will be given to one agency while a journal ad to another and so on. Yes, this theory can be used during the printing stage but not during creative. The advertising message must be consistent right throughout the campaign. Advertising agencies have skilled people who have taken years to develop their skills in one area of expertise, that is advertising.

I have discovered printers during this merger stage who have projected themselves as advertising agencies by advising the consultants that all it takes to produce a detail ad or journal ad is to"cut and paste".

Thus their cost is almost 60% below that of the agencies. Printers, do you really call this advertising? In healthcare advertising, there are a lot of guidelines to follow. This cannot be found in your computer software but through years of hard work and knowledge. For these services there is a price that is charged to the clients.

So my fellow printers, let the agencies do the advertising work and you do the printing. To my dear consultants, healthcare advertising or for that matter, advertising in general, are specialised fields and due credit must be given. Please do not place us in the same category as the suppliers whose every job requires three quotations. When you are doing the number crunching, please remember that advertising is a vital part of marketing. Long live advertising.

Johnson Lopez is Managing Director of Jon Clare Advertising, a leading healthcare advertising specialist, and can be e-mailed at jclare@tm.net.my

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Sports Sponsorship -

The Marketing Medium of the New Millennium Sports is all about playing to win and some of the biggest winners will not be out there on the playing field but sitting on the sidelines.

They will be sports' commercial sponsors and partners who recognise its potential to move sales and build brand image.

"Sports will be the marketing and communications medium of the new millennium and companies that catch the trend early will emerge victors," said Marcus Luer (picture), Managing Director of sports market足 ing company, Total Sports Sdn Bhd. "This is due to the winning combination of sports' universal appeal, its long love affair with the mass media and Malaysians' growing passion for sporting events. The success of SUKOM 98 triggered sports fever among Malaysians.

And now with high-profile events like the world Cup of Golf and the Formula One coming to Malaysia, more and more Malaysians want to be part of sports' glamour and spectacle. Sports has the ability to reach out to the masses regardless of race, religion or social background. No other communications vehicle boasts the type of emotional impact sports has on people."

"When the Malaysian rhyth足 mic gymnasts cried after winning Gold, the whole nation cried with them. That's the power of sports and media combined. And this presents an ideal situation for corporate marketers." He cited as an example the findings of a recent study on TV viewership during the 16th

Commonwealth Games. It showed that 10.3 million Malaysian adults, or 94 per cent of the country's population above 15 years, tuned into the Games, making it one of the most watched TV events of the year. On top of that, there were millions of other viewers worldwide.

"Malaysia now boasts world-class stadiums and sports infrastruc足 ture facilities. Local athletes have proven themselves internationally and the nation is hungry for more 'Malaysia Boleh' exploits in the sports arena.

Now is the perfect opportunity to take sports sponsorship to new heights.

Advertising has long told consumers who they should be. Sponsorships, by supporting events which represent their interests and passions, affirm who they are." he added.

Mr Luer cited Coca-Cola, the world's best known brand name, as a supreme example of successful sports sponsorship.

Advertising Directory of Singapore (ADS) 1999 goes on sale!

In late May, 6,000 copies of the Advertising Directory of Singapore (ADS) 1999 were released to key industry players in Singapore's marketplace. This first-ever issue also offers a compilation of Singapore's award-winning advertisements. You can purchase this 200-page compendium featuring hundreds of listings in Singapore's advertising industry at leading bookstores in Singapore. Orders from outside Singapore are advised to send a bank draft for US$20 per copy, favour足 ing "Sledgehammer Communications Sdn Bhd", and mailed to Harmandar Singh at No.llA Jalan Sri Hartamas 2, Taman Sri Hartamas, 50480 Kuala Lumpur, Malaysia.

Nurturing Brands

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ADSTATION 603 754 2663

ASTRO scores internationally with National Day TV spot!

ASTRO, Malaysia's leading service provider of more than 30 digital satellite television and radio channels, recently scored two significant award wins at major international advertising festivals.

Produced in concert with leading international ad agency Dentsu Young & Rubicam, the ASTRO National Day "Motherland" TV spot secured the finalist award for Best Corporate Image at The 1998 London International Advertising Awards. The same spot also chalked-up another finalist award for Best Cinematography at The 1998 New York Festivals.

"It's certainly a first for ASTRO," remarked Brahmal Vasudevan, marketing director of ASTRO, who was extremely pleased with both awards. "It is indeed an emotive and compelling concept developed by DY&R who translated our brief into an effective piece of advertising," added Vasudevan.

DY&R senior vice-president and regional director Rishya Joseph said that the awards must also be attributed to the excellent partnership enjoyed between ASTRO and DY&R. Joseph also mentioned, "It is indeed an honour for Malaysian creative work to be accorded such accolades in the highly competitive international advertising arena. Importantly, it demonstrates that Malaysian creativity has come of age."

InnovAsia Theme for

AdAsia '99 The 21st AdAsia Congress will be held in Pattaya, November 17-20, with the theme 'InnovAsia'. Keynote speakers will present their opinions and global perspectives and a panel debate by key industry figures on region-

Name: Elina Remedios Age: 1 9 Height: 5'4" Exposure: Wella

ADO' 24

The arrival of Asia's newest, most sophisticated and outstanding air­ port, the Kuala Lumpur International Airport in Sepang (KLIA), has creat­ ed an opportunity for advertising to attain new heights in quality and cre­ ativity.

"For advertisers, KLIA presents itself as the ideal vehicle for the most prestigious of brands to be associated with," says Ruslan Abdul Rahman, CEO of outdoor and transit advertising company Utusan Pearl and Dean, or better known as UPD. UPD, Malaysia's leader in outdoor advertising, holds the advertising concession for KLIA's Satellite Building. This state of the art facility caters solely to interna­ tional arrivals and departures, currently accounting for almost 60% of all air passenger traffic annually "If your advertising strategy demands targeting the upper eche­ lon of consumers and the highest

al implications and solutions will follow, leading into an audience forum where every delegate will have the opportunity to ask questions of the pane. InnovAsia will focus on the following topics: Asian Achievements and Dreams, Interactive Media and the Future, Creative Direction of the Future, Globalisation and the Agency Structure of the Future. AdAsia 99 will be staged at the luxurious Royal Cliff Beach Resort, Pattaya and is expected to attract about 1,000 delegates from throughout Asia and the rest of the world.

There's an Early Bird package for RM 5,374 per person which includes registration fee, four nights superior room accommodation and return airfare to Bangkok. For details, call 03-719 8195.

level of brand image then UPD provides the solution for maximum results. As the saying goes, there's nothing like being seen in the right place. This is even more true in this era of the global brand, where consistency in brand image is important for advertising and marketing success. Being the primary entry and exit point for

worldwide travellers to and from Malaysia, the KLIA Satellite Building is the pivotal point to reinforce the presence of your global brands." added Ruslan at the recent announcement of UPD's awarding of KLIA's satellite build­ ing advertising contract.

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€ So what's a serious product like a credit card doing performing animated stunts? MBf and Publicis Union 45 recently decided on a unique animated approach to solving an advertising problem. The MBf call and pay 30 second spot features an animated credit card character who provides the visual cue to the voice over descriptions of their new 'call and pay' service. While it was decided early that an animated approach was the way to go, it was not clear whether to go for a high tech computer imagery look or a fun computer character animation. The agency pushed for an appealing approach rather than the more serious one, after some hesitation, the idea was finally bought. Early low-res tests and further research converted doubters into believers and the result is a very appealing and memorable spot.

Client: MBF Agency: Publicis Union 45 Creative Director: Victor Ng Production Home: Fat Lizard Animation Director: Steve Bristow

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Bear Mania! Latest addition to the current bear craze is a 30 second animated spot for Jaya Jusco's 15th anniversary sale. The cute spot is richly illustrated to give a story­ book feel. Several rounds of illustrative style were presented before the final look was found.

The Jusco bear mascot made his first animated performance with help from animators at Fat Lizard.

Client: Jaya Jusco Stores Bhd Agency: Hakuhodo Malaysia Creative Director: Natsuhiko Kato Creative Head: Raymond Lee AVProducer: Benny Boey Production House: Fat Lizard Animation Director: Steve Bristow Animation Producer: Erica Wong

A

ADSTATION 603 754 2663

Polishing the Apples The value of marketing communications by Jeremy Bullmore It's always a good question to put to a new client: we all know what you make - but are you .as

business to business, for media. Within their own -are allseeking to <eflhanee their cGmpetitivepositions. .It is kindergarten stuff-to saythat, if a com­ pany sets out toImprove its profitability, it has only two -distinct areas of -action open to it: not as alter­ natives, biitjas different approaches. It can min­ imise costs and it can maximise value.

But one way to clarify the contribution of rmariseting services is to ask: which-ar^e the <Hsciplines that help client companies minimise costs; which are the ones that help client companies max-

Heult question to answer. Ibu make expensive pees; not what people sme buying. ^What people-are buyingwillbe prestige, -or personal plear sure, or the hope of gratitude from a recipient.Tou make multi-coloured chocolate button; but that's not what people are buying. What people^tre huyingis a momenfs-^elcome peace from demanding cMdren. You make laptop PCs;l)ut thafs not what people are buying. What people are buying will be self-sufficiency,-self-esteem, ^efficiencyand mobility.

The first function of market knowledge,for As Theodore Levitt pointed out many years example, is to minimise subsequent marketing ago: people don't want a quarter-inch drill; they waste. Before you can begin to put a competitive want a quarter-inch hole. And for every product or jcase, you need to know your market, what your service,Jtherek-an equivalentdistinction to be made prospective consumers think jof you, what -they — though seldom so easily or so elegantly. So it was think -of-your competitors, what their misconcep­ time, it seemed to us, toask exactly the same-ques­ tions are, what they know and what they think they tion of ourselves. We know what we make, all right: know. Wrthout such knowledge, you'll be transmit­ what we produce. But what is it exactly that our ting blind. You'll be reaching the wrong people with clients are buying? the wrong appeals: and that's a waste of time and a Here are some of the familiar 'products' of waste of money Worse, you'll almost certainly be the marketing services industry: advertisements, making the wrong product. tracking studies, market analysis, strategic counsel, In the same way, money spent on the mon­ retail interiors, corporate videos, annual reports, itoring of your communications as you go along corporate identities and liveries, sales promotions, does not of itself add value to those communica­ media, database marketing, pack designs, employ­ tions: but it's the only way to identify error and so ee communications, public relations and public make subsequent expenditure more efficient. The affairs advice. product that's sold is called Research. The product Worldwide expenditure on all marketing that's bought is more like global positioning system, services in 1997 was estimated at almost $1 trillion. feeding back to its owner immensely valuable So it can presumably be assumed that marketing knowledge °f companies, with attitudes ranging from cheerful competitive position, progress and direction. confidence to resigned reluctance, believe their The value of employee communications is marketing expenditures to be necessary. But, as finally beginning to get the recognition it deserves. with Ted Levitt's drill, nobody wants to buy adver­ When a company decides to achieve new efficien­ tisements or research reports for their own sakes, cies through restructuring itself, it may feel like to be kept proudly behind glass in the corporate strong leadership - it may even feel efficient - to lobby All these products are bought in the hope impose radical change overnight by means of a cou­ that they will do something: to provide the equiva­ ple of all-staff memoranda sent down from the lent to Ted Levitt's hole. Precisely what that some­ bridge. But employees who haven't been consulted, thing is, and how it differs from service to service, haven't been informed and feel that they haven't is a great deal harder to identify and articulate. To even been thought about can be immensely expen­ say that they are bought by companies to make sive obstacles to change: not because they're illthemselves more successful is both true and help­ intentioned but because they're ill-informed. ful. It tells us what these services are expected to And the consequential costs, though difficult to achieve but not how. quantify, will always be high: in the greatly extend­ It would take a full-length book to do justice ed implementation process; in the loss of good peo­ to the subject. Each service, each disciplne, has a ple; in the general decline in morale. different function, often complementary; most have The product that is sold is called Employee many more than one; and the functions may Communications or Internal Marketing. The change for each client company or each brand over product that is bought is more like machine oil: at time. What this brief essay sets out to do is to probe small extra expense, lubricating the process of just a little beneath the surface, and try to identify comprehension and willing compliance swiftly and some of the underlying needs that marketing ser­ smoothly throughout the organisation. vices meet: for most client companies, most of the There are other marketing services that ful­ time. fill much the same function. Before you start doing WPP's 50 companies serve some 15,000 business in a country unfamiliar to you, you will clients: and they are all different. They have per­ need to know how best to put your case. And that haps just one thing in common: They all need to put means getting to know the laws and customs of that a competitive case; and they all want to do it costcountry; the language of that country; the opinion effectively. The need 'to put a case' means the need formers of that country; and the media of that to communicate, by whatever means, with a wider country. The product that is sold is called Public group. And this holds true for repeat purchase con­ sumer goods, for capital goods, for charities, for Affairs. financial services, for personnel recruitment, for The product that is bought is more like a

ADO'" 26

mountain guide: an experienced Sherpa who's scaled that peak before and knows where all the crevasses are. The central virtue of direct market­ ing - relationship marketing - is its ability to sepa­ rate the more valuable consumers from the less valuable consumers and concentrate effort and ingenuity on those with the greatest potential. It is

The product that Is Thought is more like a prospector's sieve, screening Dut ihe jmiid jand waste and exposing.the.few bright glints of gold for all to see.

Wherevereonsumers have bothTrioneyartd a:marketing company TK) more than permission to compete. Waging will^ciependOT its^bSity to add greater value than competitors can: and part of that value will come from presentation. To put a com­ petitive case is to present your case - your compa­ ny, your product, your idea, your poieies, your proposition - as attractively as possible.

It's why people buy cosmetics, why win­ dow-dressers should be well paid and why costermongers polish their apples. No competitive enter­ prise, in whatever field of endeavour, can leave its apples unpolished and still expect to win. There may still be a few who belong to the 'good wine needs no bush' school of marketing but they won't be found amongst the winners and quite soon they won't be found at all.

A brand, to be successful, needs to be sin­ gular; needs to have a personality; needs to engage the heart as well as the mind. A good pack can synthesise and express all this in a way that no other medium can - and will continue to give added plea­ sure to its consumers throughout the product's life.

What design companies sell is called Pack Design.

But what client buy is more like a brand's identity card: its DNA, in telling, graphic form. For a com­ pany, its pack-shot will be its letter-heading, its symbol: a unique combination of words and design that comes to represent the whole. What design companies sell is called Corporate Identity. But what clients buy is more like a national flag or foot­ ball strip: an instantly recognisable rallying-point, that can absorb and re-transmit the values and achievements of the whole.

Celebrity is recognised by theatrical agents and promoters and publicists as having a necessary value for people. It has an equivalent value for brands. Indeed, George W S Trow has written: 'The most successful celebrities are products.' Being around, being well known, being salient, being con­ temporary - in any market - are vital preconditions for sustained competitive success. But these quali­ ties, like suntan, fade over time. They need, con­ stantly, to be refreshed. And that is precisely what much of the best advertising for established brands is doing - year in, year out.

What agencies sell is called Advertising.

But what client companies buy is more like a pool of spotlight on a stage; a trickle recharge for a brand's batteries; or a lasting place in the Hall of Fame. There are two forces at work when you try to make progress: Thrust and Drag. Some of our products help their client-consumers reduce Drag and some help their client-consumers increase Thrust - and some do both. If they are selected bought and evaluated not for what they are but for what they do, the management of marketing can seem a great deal less complicated. ©1998 WPP Group pic. All rights reserved.

WEL

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TOP STORIES FROM ASIA'S MEDIA & MARKETING NEWSPAPER

O&M CUTS EXPAT PAYROLL IN SHANGHAI Ogilvy & Mather has laid off 10 people in Shanghai amid signs of a softening in China's ad business.

The Executive Creative Director and two other expatriates were among the 10. However, all are expected to be eventually replaced by local hires. O&M Asia-Pacific chairman Miles Young said there had definitely been a softening of the China market, mostly because multinationals were not spending. He said the Shanghai operation had had to embark on some trimming" to make sure it tailored its costs to revenue. Mr Young said it had been "a stunning year" in China last year but the "recessionary spillover into the China economy has been worse than what we thought." However, he said it was a "temporary blip" and affected southern China more than the north: "Beijing is booming."

Nevertheless, the O&M cuts do send a warning signal to expatriate staff in agencies in China who may have to tighten their belts as global clients reduce their advertising investments.

ASIA HAS SUFFERED FROM EXODUS OF KEY EXPATS:

IAQUES

BBDO regional president Chris Jaques, who will leave for London to head up Ammirati Puris Lintas Europe this month, said the Asian adver­ tising industry had suffered because too many decent expatriates, who should have stayed in Asia, moved on.

He mentioned names such as former O&M boss Harry Reid, JWT regional head Alan Fairnington, Bates creative director Paul Quinlivan and Saatchi & Saatchi regional CD Dave Droga.

"In Asia, they were all great figures, and if they had stayed the industry would be a million times ahead of where it is today. And, in some cases it must be said, their careers would have been a million times what they are today."

Asked if the advertising industry was an expatriate or local industry, Mr Jaques said advertising was a local industry everywhere in the world and the role of expatriates was simply for training, to provide an international perspective and to act as 'buddies' for expat clients.

Mr Jaques told MEDIA very few clients were sufficiently courageous to justify the use of the creative resources offered by agencies.

"Most clients simply don't want it," he said. "Most clients don't want to take the risk of great breakthrough work."

Mr Jaques said clients should stop spending their lives trying to second guess everything.

"They should know what they want to do and judge creative work against that and that alone. They should use research to judge whether that's happening, not whether the guy's shirt in the storyboard should be red or green." Mr Jaques said the majority of people in agencies or the client side had only been involved in the business for four or five years. "Only the top guys have been in the business for more than 10 years. Most group account directors and most senior marketing managers have been in the business for about five years."

Vast opportunities for growth in Internet advertising, marketing and promotions lie ahead, with the medium currently far from fulfilling its true potential, according to the results of the latest MEDIA-CNBC Asian Advertising Industry Poll.

It's a classic "is the glass half empty or half full?" scenario, with more than 60 per cent of respondents reporting that less than 10 per cent of their clients are now using the Internet as a medium to reach consumers or build brands.

agencies and clients have tried it and decided it's a waste of space.

Indeed, nearly 60 per cent of respondents to the poll said the Internet had failed to live up to early expectations, while 40 per cent felt that as an advertising and market­ ing medium, it had definitely been overhyped.

The argument that the Internet offers direct, highly targeted access to specific groups of consumers are meaningless if the industry as a whole cannot come to

LONG WAY TO GO BEFORE INTERNET LIVES UP TO THE HYPE This figure, by the way, includes respondents with no clients using the 'Net at all. Barely one-fifth said that between 10-19 per cent of their clients are on the Internet, with just 2.4 per cent saying they had more than 50 per cent client presence in cyberspace.

A similar pattern was found in response to a question asking what percentage of total adspend went to the Internet: more than 95 per cent reported that they spent anything between zero to nine per­ cent on the 'Net. This is either good news or bad news, depending on your point of view. Either vast opportunities lie unexplored in cyberspace, or

grips with the best way to crack open this golden egg.

Of the respondents who reported using the Internet as an advertising, branding or promotion­ al vehicle, more than 35 per cent said they handled the online design of websites and ads themselves.

Nearly 50 per cent, however, said the work was outsourced to an independent company.

A further 15.8 per cent outsourced the work to a sister company. All this suggests that agencies are stumbling ever-soslowly towards enlightenment on the Internet, but it looks like it will take some years before the fans prove the sceptics were wrong.

PREMATURE TO TALK OF TURNAROUND IN THAILAND Despite the gloom and the prevailing thinking that talk of a recovery may be premature, the Thai ad industry has shown some vital signs, say agency heads. Some clients — even in the devastated real estate sector — are continuing to maintain some sort of advertising visibility, even though the spending is nowhere near what it used to be. Among those bravely utilising meagre budgets to maintain branding and are continuing to cultivate contacts are clients as diverse as department stores and ceramic tile manufacturers.

"When the time is right, maybe in two or three years, these people will do well," said the chairman of Thailand's No.l agency, Ammirati Puris Lintas (APL), Charuvarn Vanasin. "Construction and related businesses are preparing themselves for recovery later this year. This year, they are more receptive to making plans for recovery and consumers are also having these discussions. No one talked about such things last year."

Ms Pornsiri Rojmeta, managing director of Leo Burnett Thailand, said there are some indicators of an upturn, particularly the recent increase in the sales of automobiles, which meant the "momentum of consumption" has started to come back.

Annual subscription rates to MEDIA are Hong Kong (HKS590), Asia (US$90) and outside Asia (US$110).

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Naked butts on posters raise questions of safety The Royal Society for the Prevention of Accidents in the UK has spoken out against ads and posters that divert drivers' attention away from the road. The cause of the aggravation are two posters created by McCann Erickson for the cancer charity, Bristol Beating Cancer Campaign, which aims to make people more aware of bowel cancer. Apparently bowel cancer causes the second highest number of deaths of any cancer.

The ads show the bare bottom of either a male or a female with the strapline: It's yours you should be looking at." A spokesman for RSPA says, "We don't want to see motorists distracted on the road, so ads shouldn't be sited where they can cause distraction." Does that mean that the ads should be placed where no one will see them? Source - The Brurf

Dentsu Introduces Multiple Media Optimizer Dentsu Inc has developed a media planing optimizer tool that creates media plans across five advertising

media: television, newspapers, magazines, radio and transit. The 'Dialog' service is specially designed for the Japanese market.

The tool is able to produce plans suited to Japan's media business practices, including package sales of TV spots and transport advertis­ ing, in addition to TV program sponsorship arrangements. 'Dialog' can produce optimal media plans for both, a single medium or sever­ al in combination (Source: Ad Age)

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Benetton's Bloodstained AD for Kosovo Benetton has done it again. Known for shock advertising, the Italian clothing company's latest ad campaign is designed to highlight the war in Kosovo, to remind the world of the value of peace and to support the human­ itarian action for the people of Kosovo.

Created by Benetton creative director, Oliviero Toscani, the campaign has been developed in conjunction with United Nations High Commission for Refugees (UNHCR), and features the deep red of a blood­ stain on a white field and the logos of both Benetton and UNHCR. The ad is to be published in all major newspapers across Europe and America. At the unveiling of the ad, Toscani remarked that advertising is the only form of communication that doesn't seem to notice we are at war. "We are seeking to make up for such thoughtlessness with this image, hoping to attract the attention of those who want to be really committed to humanitarian aid. We make no distinctions between victims amongst the attackers and those who are being attacked," says Toscani. "This mark will stain the pages of our newspapers alongside advertising that wishes to gloss over and wipe such images from our consciences," he adds.

The deep red of this new campaign aims to highlight the suffering in Kosovo, as did a couple of previous Benetton ads. In 1994, one had the image of the blood-stained clothes of Marinko Gagro, the soldier who fell during the Bosnian war, and in 1991, an ad showed long rows of crosses in a war ceme­ tery, to highlight the Gulf war. The campaign is to break later this year.

Source - The Brief

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VOICE OF THE PEOPLE

Fueling the power of the consumer Today's consumers are a discerning lot. The majority of them can no longer be hoodwinked into accepting something which is sub-standard or not up to their expectations. If attempts are made to force something down their throats, they are ready to seek redress from Government agencies or some self-appointed do-gooders.

Against this back-drop, the role played by the Ministry of Domestic Trade and Consumer Affairs into the "petrol-wars" recently causes major concern for the advertising fraternity. Although the Ministry "withdrew" after protests by consumers, there are two valuable lessons to be learnt from this episode. One, there are no written laws on how sales promotions [except for laws related to cheap sales and lotteries] should be conducted.

Therefore, in every likelihood, "instant" rulings/laws are likely to be pro­ mulgated at the whim and fancy of the powers-that-be. Two and more importantly, the Government is willing to listen to the consumer. This can be interpreted to read that consumer-power is on the rise.

Although advertising practitioners don't pay for this magazine, [the publisher's numerous attempts to get people to sign up as paying sub­ scribers has apparently fallen on very few ears] it is sold in selected outlets. If the publisher decides to reduce the cover price to RM1, no one, not even the Government, has a right to interfere with its pricing policy.

However, if someone does not like the publisher's face, he is likely to be told that he can't implement the price reduction. But the 64,000-dollar question is: How come prices of so many products have been reduced and there has been no such interference from any quarter? Almost daily, super­ markets reduce the price of consumer products and yet, no one even dis­ cusses the issue except for thrifty housewives who can talk for hours on "offers" and "savings".

As for the "petrol-wars", it was the dealers [owners/operators of petrol kiosks] who seem to be the only parties against increased sales and consumer benefits. Apparently, the dealer's commission is based on a percentage of the sales, and if prices are reduced, so will the turnover which in turn affects the commissions receivable.

Therefore, this puts advertisers and their agency(ies) in a spot.

If marketing people come up with a similar plan and ask the agency to execute it, will it not then "anger" the wholesalers and retailers?

Every big name in consumer goods has cultivated healthy relation­ ships with its wholesalers and dealers. We are told that these companies have no problems with their dealers based on a simple formula - the com­ mission remains constant. Besides, dealers get "sweeteners like bulk discounts, trade offers etc. So, are we to assume that this kind of relation­ ship does not exist in the petroleum industry? The basic objective in pro­ motional campaigns is to increase sales. At the end of it all, everyone down the line should benefit. The manufacturer increases his volume, the whole­ saler gets an increased commission, the retailer too get his share of the spoils, and the end-user - the consumer benefits in terms of reduced prices.

So, if everyone benefits, no one should complain. And this brings me to the thrust of this article - the silence of the 2As and the 4As was deafening. As organisations which represent the advertisers and the adver­ tising agencies respectively, one would have expected them to register some kind of protest over the initial decision by the Ministry ordering an end to the petrol-wars. If the Ministry had not made an about turn following protests by the consumer, it would have been a dangerous precedent for the entire industry. It defeats the basic tenet of free trade - a willing seller and a willing buyer. We are not in the least advocating a confrontational stance, but some kind of discussion with between the 2As, the 4As and the Ministry would have brought about assurance that there would be no "interference" whatsoever with promotional campaigns as long as they are within the boundaries of written laws. Oil companies are members of the 2As and their agencies are members of the 4As and they should have been in forefront. Instead, they chose to negotiate with the Ministry without input from the industry.

Nades can be reached on 019-361-8705 or e-mail: sumitra@tm.net.my.

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Review

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by Jim Aitchison**

This is the first step-by-step guide to creating cutting edge print ads, covering everything from how advertising works, how brand-building methodologies are changing, how to get an idea, and how copy and art should be crafted.

It demystifies the advertising creative process, with page after page of practical, inspiring and often controversial advice from such masters as David Abbot, Bob Barrie, Nick Cohen, Tim Delaney, Neil French, Gary Goldsmith, John Hegarty, Lionel Hunt, Bob Isherwood, Bill Oberlander, Indra Sinha, and dozens more.

Over 200 print ads and case histories reveal the creative processes at work in Abbott Mead Vickers, Bartle Bogle Hegarty, Fallon McElligott, Goodby Silvertein, Howell Henry Chaldecott Lury, Legas Delaney, Mad Dogs & Englishmen, Saatchi & Saatchi, and other world famous agencies in US, UK, Asia and Australia. Now available at Page One Bookstore, Lot 10, KL. (tel: 03-244 2134) Cutting Edge Advertising by Jim AftcMson

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Photo shows left: Don Bautista (Campaigns & Grey) Secretary; Judith Albano (Santiago and Puno/FCB); Edsel Tolentino

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i President; Micky Domingo (McCann-Erickson) Director for Ways and Means; Roger Pe (AMA-DDB Needham) P.R.O.; James Bernardo (Ammirati Puris Lintas) Director for the Academe; Merlee Jayme (Ace-Saatchi & Saatchi) Competition CoChairman; Maun Bondoc (Image Dimensions) Vice-President; Leigh Reyes (Basic) Treasurer. Not shown in photo is Raoul Panes (Jimenez DMB&B) Competition CoChairman.

The Launch of the Sepang F1 Circuit On March 9, 1 999, Malaysia witnessed an international standard launch of the new Sepang F1 Circuit. The guest-of-honour, the Prime Minister of Malaysia officiated the launch which triggered a series of outdoor effects. The audience were treated to a special performance titled "Circus", car parades, outdoor laser and light show. The launch ended with a spectacular display of fireworks that left the audience awed. The night continued with performances by Sheila Majid, Zainal Abidin and KRU. For more pictures and info on the launch, please visit www.globalcomm.com.my/spotlight.html

ADO' 32

The challenge of change What started out as a revolutionary approach to media buying has accelerated the pace of change within the o p 11 M E D i A advertising industry as it SINGAPORE shapes up to face a whole series of new challenges in the next millennium, according to Optimedia Chairman Simon Lloyd.

He is currently in Singapore visiting the newest Optimedia office which opened on February 1, headed by Patricia Hu. Patricia, a media specialist with 20 years experience, is well known in the advertising industry. She was head­ hunted by the Publicis Group in 1997 with the longterm view of developing Optimedia in Singapore.

Simon Lloyd said that the sheer volume of advertising and the myriad of media and pub­ licity options presented advertisers with a real dilemma - how to find new ways to cut through the clutter and allow their individual message to stand out from the rest. According to Simon, the once revolutionary concept of centralised media buying through a specialist organisation has rapidly become accepted as one of the ways that advertisers can ensure they are able to get a high return on their advertising expenditure.

"But we have not stopped there. We realise that what advertisers are increasingly looking for and what we are able to provide," says Lloyd, "is Smarter Media Solutions - a whole new concept."

"This requires greater knowledge, greater imagination and greater control of media spend­ ing, and real desire to work up-stream in devel­ oping innovative, multi-media strategies. Multi­ media must involve all forms of communications media, not just the traditional" he added.

Optimedia, a member of the Publicis Group, a leading advertising and communica­ tions group, opened into Australia, Canada and Asia. This year, Optimedia will open 12 new offices including the USA, Argentina, Chile, Hong Kong, China and South Africa.

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Client: Comfort Ads (Comfort Transportation) Product: Media Presentation Agency: DDB Singapore Creative Director: Tim Evil I Art Director: Scott Lambert Copywriter: Mark Ringer Photographer: Charles Liddall Typographers: Scott Lambert & Saihan Asmo Retouching: Procolor Production Manager: Jasmine Loh Account Service Credit: Lam Poh Ling & Sylvia Muttom Client Credit: Thomas Ang

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BRONZE - Poster (non-transit) Clockwork Client: Volkswagen Asia Pacific Product: Volkswagen Agency: DDB Singapore Creative Director: Tim Evill Art Director: Scott Lambert Copywriter: Mark Ringer Photographer: Alex Kaikeong Typographers: Scott Lambert, Mark Ringer & Saihan Asmo Retouching: Procolor Production Manager: Jasmine Loh Account Service Credits: Paul Parton, Sam Cassels & Linda Teo Client Credit: Andrew Barker & Jurgen Osmer

BRONZE - Craft Awards (Art Direction) Levis Palm Reader (Poster) Client: Levis Strauss Japan K.K. Product: Levis Jeans Agency: Bartle Bogle Hegarty Ltd (Asia Pacific) Creative Director: Stanley Wong Art Director: Yang Copywriter: Howard Collinge Account Service Credit: Audrey Low & Dominic Stinton

33 AD w

A novel

IDEA!

by Jigs Javier Freelance Writer & Creative Consultant (http://www.geocities.com/Eureka/3299)

How many former copywriters out there have fulfilled the fantasy of writing this masterpiece of a novel?

Not just a book of essays, memoirs, adver足 tising-related how-to's, and auto biographies, which Jerry Delia Femina, David Ogilvy, and Barbara Gonzales have done.

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Ask a copywriter "So what do you plan to do if and when you retire from the ad agency?" Most likely, the writer would say "I've always fantasized escaping to an island somewhere or to a quaint little village in the south of France and write my novel." I'm guilty of that fantasy myself. And on days when there's no work to do, I toy with the idea of finally writing that novel. And I'm still toying...

Which makes me wonder.

How many former copywrit足 ers out there have fulfilled the fantasy of writing this master足 piece of a novel? Not just a book of essays, memoirs, advertisingrelated how-to's, and autobiogra足 phies, which Jerry Delia Femina, David Ogilvy, and Barbara Gonzales have done. No, I'm thinking NOVELS. Fictional prose narratives that represent life, experience and insight through action, description and characterization, artfully conceived, masterfully written and possessing true literary value.

I could only come up with two names who could possibly qualify.

Salman Rushdie and Peter Mayle. (I may be wrong but these are the only ones that I know of.) Although I don't think Rushdie was ever a full-time employed copywriter, I believe he worked freelance most of the time for Ayers London. Then there's Peter Mayle, who started out as a copywriter and ended up heading BBDO. However, his works like "A Year In Provence" and "Toujours Provence" might be, to some of you, a bit too light and frothy, almost autobiographical, and not exactly literary novels in the strictest sense of the genre. But, hey, here's a former copywriter who hunkered down to create an involving narrative filled with interesting characters and amusing situations and succeeded in coming up with his fantasy-fulfillers!

So where are these novels that copywriters have been threatening to write? I mean, if physicists like Alan Lightman of "Einstein's Dreams" and lawyers like John Grisham can whip up these bestselling literary fiestas, why don't copywriters? Does this mean that we copywriters don't really have what it takes to do the job?

I'm sure we do. As advertising writers, we are - or should be - more than qualified to be novelists. Inventive. Insightful. In touch with real life.

That's us, right? We possess discipline in thinking and a commitment to craftsmanship. We have a way with words! And we actually have a visual approach to language. We are even pretty good storytellers, don't you think? All these slice-of-life dramas and comedies. The neighbour borrows your instant coffee, triggering an exciting, leaves-you-panting-for-more romance. Don't these reveal our latent but solid sense of narrative and characterization? And we have focus. We're trained to focus.

Or have we deliberately mutated these exemplary qualities of ours to suit the so-called tradesman's level of advertising writing but not to measure up to the higher level of literary writing? Are our conceptual wizardry and cleverness with language limited to 30-second audiovisual spots, catch-phrases and slogans? I'll concede that our focus is limited by our attention-span, which might be too short-term for the task at hand. No problem for press ads and brochures. But a 50,000 word narrative, maybe not. I hope not.

Perhaps someday soon, I'll be proven wrong. Perhaps there is one brave and committed copywriter out there who will rise from the ashes of the advertising agency life like a literary phoenix, with a gripping, superbly written and highly praised novel proudly in hand. Okay, I'll even settle for a piece of pulp fiction. At this point, let's take what we can get. But you go first. I'm still toying with the idea...

Unclout tedly, Some colour separation jots we leave to motker nature.

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