By Paul Springer
The second one version of advertisements to Icons examines present and destiny developments in ads. via 50 foreign case stories of recent and iconic ads campaigns, writer Paul Springer identifies why those campaigns have been profitable and analyzes their contribution to the continuing improvement of advertisements.
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Additional info for Ads to Icons: How Advertising Succeeds in a Multimedia Age
At the moment he is about to drink his beer the events on the screen burst into life in his living room. The casting and exaggerated storyline provided a treatment that was clearly consistent with beer advertising. 30 Ads to icons Much of the campaign’s success was to do with its planning and media-buying strategy. Sibirsky’s plan was to encourage open and friendly interaction with partners in the drinks industry. This enabled Beerka’s positioning as a non-competitor with beer commercials in an advertising break.
The press, attracted by the unusual positioning, was credited with increasing demand. Profile: strategic insight The 100% Hot Wheels range is marketed not as toys but as collectables for adults. The readership of Auto Trader was ideal in that they could be assumed to take classic cars seriously. It could also be assumed that serious readers of Auto Trader’s small ads had a disposable income that was large enough not to baulk at the $25 each for 100% Hot Wheels premium scale model cars. 40 Ads to icons Creative direction The tagline ‘Almost too real’ cued the idea that the miniature cars could be confused with the slightly bigger, more expensive real thing.
As soon as some agencies reduced their commission levels the system was effectively broken and full-service agencies lost their authority. Mass-media advertising agencies responded by attempting to diversify, having learnt that by producing work above and below the line their employability increased. More agencies started taking on jobs such as leaflets, flyers and magazine inserts and work normally done by marketing firms, such as targeted letters one-to-one from companies to individual consumers (see chapter 8).