Some of the work I’ve been doing for the last few weeks has gotten me involved again with banner ad campaigns and a creative agency producing same. We had a conversation(s) about rich vs standard (what I tend to think of as “the usual” conversation) that came from them assuming that to make their concept come to life we’d need to book rich media space.
As I’ve done before, I turned once again to the handy BannerBlog - for those who don’t know it, it’s definitely one to add to the feed reader as a great creative resource - only to find this VW example posted just this week. It’s a lovely execution in a standard creative size (ie under 40k file size).
I’ve gone through the bannerblog site, to arrive at the list below, sorted roughly speaking in subjective order of impressive-ness of effect compared to banner size.
All of the banners linked below are standard creative - under either 30k or 40k file size - that Banner Blog have posted in the past.
(All of the agency credits are on the pages linked to.)
No theme joining them, and no background, just 3 interesting things to note (& no explanations on why they’re interesting - you can figure or not, I don’t mind either way).
- BrandRepublic: “Mobile phone network 3 has signed a deal with mobile software provider Monitise to allow customers to manage their bank accounts with their handset. Users will be able to receive bank balance alerts by text message and to download a mobile money application enabling real-time balance enquiries from 3 UK’s ‘My 3′ portal. The service applies to customers of HSBC, Lloyds TSB, first direct, Alliance & Leicester, Royal Bank of Scotland and NatWest.”
- Lufthansa have intro’d MySkyStatus - sending your flight info incl altitude & arrival times to your social graphs (found via Armano on Twitter)
- Read Write Web: “Gmail users get real-time updates in their email messages.”
There’s a blog post* somewhere on The Guardian based around the latest Web TV Enterprise survey on video spend.
It talks about the very high percent of advertisers who are planning on increasing their online video spend by very high percentage amounts. As we all know though, of such a tiny base you are always going to get nice, plump % growth figures.
That’s not my problem here though (and besides, it’s hardly like Web TV Ent, or The Guardian, or web video stakeholders are the only ones guilty of that little trick).
The issue I have with articles lately about online video is that when they talk about revenue or profitability, they fail to acknowledge that without the TV networks’ contributions re production costs, the so-called “more profitable” online video would have to incur such massive absolute costs that it would not be able to exist, let alone be profitable.
One of the best examples: from said blog post:
“We are hugely pleased with the numbers for ITV.com on revenue,” ITV’s director of online content, Ben McOwen Wilson, told Reuters at the Edinburgh Television Festival. “We get 8 pence per hour on TV. Online, we are getting more than that.”
Yes, you might make more in “pence per hour” revenue from online video than broadcast video, but last time I looked**, ITV’s online revenues were approx 1.4% of their TV revenues. Let’s take away 98.6% of The X Factor’s budget and see what sort of show Simon Cowell can make with that.
(* Written by one Mercedes Bunz incidentally. Srsly. Not sure if thats a nome de plume or not. )
(** ITV’s interim results for the 6 months to June 2009 - itv.com revenue rather than all of ITV’s online revenue as that included non-VoD activities such as the fantastically successful Friends Reunited)
I’ve got a post brewing on marketers’ selection of creative agencies and the relation to past creative work for existing clients.The first of the two quotes below is of a similar theme.
Both quotes are from a Business Week / CMO Club survey on marketers’ intentions to switch agencies in the near future - the full article can be found here.
“Like any vendor/partner, the key is to seek out, demand and work with the stars in the agency. I am getting my acceptable share of their time so have a strong, strategic relationship.”
(That’s my added emphasis in that one.)
“I will be replacing my agency within the next 6 months. Too much fighting change in media and technology, and not enough insights on true differentiation and customer engagement.”
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