Slide KOM 311 Evaluasi Media Plan
• notwasted. Oneway to achieve that is by evaluating the media plan
• before it is executed, and then again once it is up and running.
• It is no longer true that an annual plan is left unchanged for a
• whole year; more and more, advertisers will make changes to at
• least some part of the marketing plan while the campaign is running.
• This may be in response to changes in any part of the marketing
• mix. Consumer response could end up being greater or less than
• anticipated; product improvements could necessitate additional
• promotional efforts; new channels of distribution could become
• important; or competitive pricing strategies may require alterations
• to the original, approved plan. And beyond that, economic trends
• can affect almost all marketing efforts. For example, in recessionary
• times, most “experts” tend to predict that the economic hard
•_ _
• times will be over soon, suggesting that consumer spending will
• improve. What often happens is that consumer confidence in the
• economy remains low for longer than such optimistic forecasts,
• leading people to continue their restrained purchasing habits. This
• has a marked effect on the manufacturers of high-ticket items such
• as cars and electronics. It also impacts general eating habits, causing
• people to eat out less and stay home more.
• This chapter presents three of the ways that a media plan can be
• evaluated, before and after it begins running.We have explained the
• concepts of reach and frequency. With today’s sophisticated computer
• tools, syndicated data on past purchase and media consumption
• can be analyzed to give a “best-guess” estimate of how well a
• medium, or total plan, will reach the chosen target audience. This
• can later be compared with actual results on reach and frequency, to
• see howwell the plan actually performed, which is crucial information
• for preparing next year’s plan. The second type of evaluation is
• to check that your ads actually run as scheduled, a practice known
• as post-buy analysis. It is up to the media specialist to make sure
• that if, for some reason, the ad did not run as scheduled or was not
• positioned in the agreed-on place, that some form of compensation
• is given, either monetary or in time or space. Last but not least, it
• may beworthwhile spending additional dollars to research the consumer
• impact of the media (and/or marketing) plan. After you doubled
• the spending levels in television, are your brand’s awareness
• levels considerably higher? How well is your commercial message
• being recalled nowthat you have switched dollars out of magazines
• and into radio? These kinds of questions can best be answered by
• talking to some of the consumers you were trying to reach.
• Preplan Analysis
• The first time to evaluate the impact of the media plan is before it is
• presented to the client. That is, in selecting the media vehicles you
• think will best meet the advertising and marketing objectives, the
• media specialist needs to figure out which combination of vehicles
• will do the best job of reaching the target an acceptable number of
• times. Computer systems and tools are readily available to help
• make these kinds of analyses simple and fast.
• For example, let’s say you were considering two alternative
• combinations for your media plan for Pillsbury cake mix. The first
• combination would use monthly insertions in Redbook magazine,
• along with periodic commercials in prime time on the Lifetime cable
• television network. Another possibility would be to place
continuous
• messages on cable, with occasional ads in the magazine.
• Here is how the two schedules might look for the year:
• And here is how the two schedules would perform against your
• target of women 25 to 54:
• So even though you are using far more cable in Schedule Two,
• the impact on the overall reach is actually less than if you used more
• magazine advertising, as in Schedule One. In terms of frequency,
• however, Schedule Two clearly delivers more messages, thanks to
• the extra cable weight.
• Postbuy Analysis
• What the media specialist must find out once the plan is running is
• whether the ads ran as scheduled, and how well the plan actually
• delivered. For the first part, determining that the ads did in fact
• run as scheduled, you can turn to various sources, depending on
• the medium. For newspapers, there are tear sheets, which are provided
• by commercial services, to showyou examples of the actual
• ad in the newspaper. Magazines will usually provide copies of the
• issues in which your ad appears. For television and radio, you
• Schedule One Schedule Two
• 12 insertions in “Redbook” 4 insertions in “Redbook”
• (53 GRPs) (18 GRPs)
• 400 GRPs in Lifetime 1,000 GRPs in Lifetime
• Schedule One Schedule Two
• Total GRPs 453 1,018
• Reach 1+ 50.7% 50.3%
• Reach 3+ 54.2% 52.5%
• Frequency 8.4 18.8
• should receive affidavits confirming when your spot aired. With
• the Internet, you can easily go online to make sure your ad appears,
• or use a third-party service to verify its location and rotation.
• In each case, the media specialist must check that the terms
• of the contract were adhered to. If you requested being in the food
• section of the paper, or the first third of the magazine, is that
• where your ad was placed?
• For broadcast media, the task is usually more complicated because
• program schedules are far more prone to being changed. You might
• have arranged for your radio spot to air between 6:00 p.m. and 8:00
• p.m., only to find that it came on at 5:30 p.m. or 8:20 p.m. Or, you
• could have bought a rotation of spots (ROS, or run of schedule), which
• in theory means that your spots will run equitably in all dayparts. In analyzing
• the affidavits you might discover that more than half of the
• messages were aired between midnight and 6:00 a.m., or some other
• inappropriate time. It is then incumbent on the station to explain what
• happened and, in all likelihood, offer some type of make-good, in the
• form of either free ads or financial compensation for the cost differences
• between ROS and the overnight period.
• In larger agencies or organizations, this postanalysis checking is
• typically done by the media buyers or business service department.
• It is more of an accounting than a media function, but ultimately,
• the media specialist should know what happened, and why.
• Later on, additional information becomes available to showhow
• your ad schedule delivered. This is in the form of syndicated data,
• such as Nielsen for television, Arbitron for radio, Mediamark Research,
• Inc. (MRI), for print media, and Nielsen Netratings for the
• Web. Each service provides the ratings and audience delivery of
• media vehicles to help you determine whether, in fact, you met the
• goals of your plan. Other companies can access this data also, acting
• as third-party vendors of the information.
• The kinds of questions the data can help you answer include
• what percentage of the target was reached by the media (and vehicles)
• that you used (reach), and how often, on average, was the target
• exposed to them? It isworth emphasizing again that these terms
• refer only to media exposure, and not to actual exposure to the ads
• themselves. They should therefore be thought of as opportunities to
• see your message. Many advertisers will discount, or “weight,” the
• exposure levels to account for this distinction, assuming, for example,
• that only half of the people reached by the media vehicle will
• actually see the ad. Or they may only look at the proportion of the
• target that is exposed a certain number of times (effective reach), as• _ _ 9. EVALUATING THE MEDIA PLAN
• suming here that people will require several opportunities to see or
• hear your message before they in fact will do so.
• Checklist—Evaluating the Media Plan
• 1. Have you performed reach and frequency analyses of the media
• plan before presenting it to the client?
• 2. Have you contacted clipping services or the print media themselves
• to determine that your ads ran as scheduled?
• 3. Are the postbuys for electronic media available to ensure that
• your ads ran as scheduled?
• 4. Do you have access to syndicated data such as Nielsen,
• Arbitron, MRI, and Netratings, for analysis of how your media
• vehicles actually performed against your target?
• 5. Do you have ideas on how your media plan can be improved
• for next year?
• before it is executed, and then again once it is up and running.
• It is no longer true that an annual plan is left unchanged for a
• whole year; more and more, advertisers will make changes to at
• least some part of the marketing plan while the campaign is running.
• This may be in response to changes in any part of the marketing
• mix. Consumer response could end up being greater or less than
• anticipated; product improvements could necessitate additional
• promotional efforts; new channels of distribution could become
• important; or competitive pricing strategies may require alterations
• to the original, approved plan. And beyond that, economic trends
• can affect almost all marketing efforts. For example, in recessionary
• times, most “experts” tend to predict that the economic hard
•_ _
• times will be over soon, suggesting that consumer spending will
• improve. What often happens is that consumer confidence in the
• economy remains low for longer than such optimistic forecasts,
• leading people to continue their restrained purchasing habits. This
• has a marked effect on the manufacturers of high-ticket items such
• as cars and electronics. It also impacts general eating habits, causing
• people to eat out less and stay home more.
• This chapter presents three of the ways that a media plan can be
• evaluated, before and after it begins running.We have explained the
• concepts of reach and frequency. With today’s sophisticated computer
• tools, syndicated data on past purchase and media consumption
• can be analyzed to give a “best-guess” estimate of how well a
• medium, or total plan, will reach the chosen target audience. This
• can later be compared with actual results on reach and frequency, to
• see howwell the plan actually performed, which is crucial information
• for preparing next year’s plan. The second type of evaluation is
• to check that your ads actually run as scheduled, a practice known
• as post-buy analysis. It is up to the media specialist to make sure
• that if, for some reason, the ad did not run as scheduled or was not
• positioned in the agreed-on place, that some form of compensation
• is given, either monetary or in time or space. Last but not least, it
• may beworthwhile spending additional dollars to research the consumer
• impact of the media (and/or marketing) plan. After you doubled
• the spending levels in television, are your brand’s awareness
• levels considerably higher? How well is your commercial message
• being recalled nowthat you have switched dollars out of magazines
• and into radio? These kinds of questions can best be answered by
• talking to some of the consumers you were trying to reach.
• Preplan Analysis
• The first time to evaluate the impact of the media plan is before it is
• presented to the client. That is, in selecting the media vehicles you
• think will best meet the advertising and marketing objectives, the
• media specialist needs to figure out which combination of vehicles
• will do the best job of reaching the target an acceptable number of
• times. Computer systems and tools are readily available to help
• make these kinds of analyses simple and fast.
• For example, let’s say you were considering two alternative
• combinations for your media plan for Pillsbury cake mix. The first
• combination would use monthly insertions in Redbook magazine,
• along with periodic commercials in prime time on the Lifetime cable
• television network. Another possibility would be to place
continuous
• messages on cable, with occasional ads in the magazine.
• Here is how the two schedules might look for the year:
• And here is how the two schedules would perform against your
• target of women 25 to 54:
• So even though you are using far more cable in Schedule Two,
• the impact on the overall reach is actually less than if you used more
• magazine advertising, as in Schedule One. In terms of frequency,
• however, Schedule Two clearly delivers more messages, thanks to
• the extra cable weight.
• Postbuy Analysis
• What the media specialist must find out once the plan is running is
• whether the ads ran as scheduled, and how well the plan actually
• delivered. For the first part, determining that the ads did in fact
• run as scheduled, you can turn to various sources, depending on
• the medium. For newspapers, there are tear sheets, which are provided
• by commercial services, to showyou examples of the actual
• ad in the newspaper. Magazines will usually provide copies of the
• issues in which your ad appears. For television and radio, you
• Schedule One Schedule Two
• 12 insertions in “Redbook” 4 insertions in “Redbook”
• (53 GRPs) (18 GRPs)
• 400 GRPs in Lifetime 1,000 GRPs in Lifetime
• Schedule One Schedule Two
• Total GRPs 453 1,018
• Reach 1+ 50.7% 50.3%
• Reach 3+ 54.2% 52.5%
• Frequency 8.4 18.8
• should receive affidavits confirming when your spot aired. With
• the Internet, you can easily go online to make sure your ad appears,
• or use a third-party service to verify its location and rotation.
• In each case, the media specialist must check that the terms
• of the contract were adhered to. If you requested being in the food
• section of the paper, or the first third of the magazine, is that
• where your ad was placed?
• For broadcast media, the task is usually more complicated because
• program schedules are far more prone to being changed. You might
• have arranged for your radio spot to air between 6:00 p.m. and 8:00
• p.m., only to find that it came on at 5:30 p.m. or 8:20 p.m. Or, you
• could have bought a rotation of spots (ROS, or run of schedule), which
• in theory means that your spots will run equitably in all dayparts. In analyzing
• the affidavits you might discover that more than half of the
• messages were aired between midnight and 6:00 a.m., or some other
• inappropriate time. It is then incumbent on the station to explain what
• happened and, in all likelihood, offer some type of make-good, in the
• form of either free ads or financial compensation for the cost differences
• between ROS and the overnight period.
• In larger agencies or organizations, this postanalysis checking is
• typically done by the media buyers or business service department.
• It is more of an accounting than a media function, but ultimately,
• the media specialist should know what happened, and why.
• Later on, additional information becomes available to showhow
• your ad schedule delivered. This is in the form of syndicated data,
• such as Nielsen for television, Arbitron for radio, Mediamark Research,
• Inc. (MRI), for print media, and Nielsen Netratings for the
• Web. Each service provides the ratings and audience delivery of
• media vehicles to help you determine whether, in fact, you met the
• goals of your plan. Other companies can access this data also, acting
• as third-party vendors of the information.
• The kinds of questions the data can help you answer include
• what percentage of the target was reached by the media (and vehicles)
• that you used (reach), and how often, on average, was the target
• exposed to them? It isworth emphasizing again that these terms
• refer only to media exposure, and not to actual exposure to the ads
• themselves. They should therefore be thought of as opportunities to
• see your message. Many advertisers will discount, or “weight,” the
• exposure levels to account for this distinction, assuming, for example,
• that only half of the people reached by the media vehicle will
• actually see the ad. Or they may only look at the proportion of the
• target that is exposed a certain number of times (effective reach), as• _ _ 9. EVALUATING THE MEDIA PLAN
• suming here that people will require several opportunities to see or
• hear your message before they in fact will do so.
• Checklist—Evaluating the Media Plan
• 1. Have you performed reach and frequency analyses of the media
• plan before presenting it to the client?
• 2. Have you contacted clipping services or the print media themselves
• to determine that your ads ran as scheduled?
• 3. Are the postbuys for electronic media available to ensure that
• your ads ran as scheduled?
• 4. Do you have access to syndicated data such as Nielsen,
• Arbitron, MRI, and Netratings, for analysis of how your media
• vehicles actually performed against your target?
• 5. Do you have ideas on how your media plan can be improved
• for next year?