AJ is a proactive agency constantly over-delivering to help clients maximise revenue from their advertising spend. Whether it’s putting forward new media opportunities, suggesting new channels or refreshing response with new creative ideas we never stop – even when things are going well.
Recently, in the space of five days, we proposed these three very things to one of our most successful clients Harrington & Byrne. Capitalising on what was already proving to be a highly responsive press campaign, we turned to their current TV activity and negotiated a reduced CPT to help test a new channel. It proved to be very successful. As a result, the client allocated a further £10K to their airtime spend thereby further increasing return on revenue. In addition, given our learning from press and the response levels achieved, we put forward a cost-effective insert plan to generate even more. And lastly, we took the requirement to refresh the current creative and completely changed the content and look – far exceeding the client’s expectations. All in just one week.
This kind of proactiveness is happening all the time for our clients. It’s generating increased revenue for them and giving them the confidence to try new or additional tactics. In return their appreciation inspires us to do even more.
Isn’t that what a great client/agency relationship should be all about?
Let AJ boost your results with our enthusiastic proactive approach. Contact Lesley Bowman on 01225 758222 or email@example.com
Brand recognition is undeniably important to promote and protect a company’s identity, but does adherence to inflexible brand guidelines stifle sales results when the primary creative objective in a DR ad is to deliver response?
At AJ, we know successful DR advertising combines great creative with smart media buying, working together to drive the lowest cost per sale.
DR creative needs to include a point of difference, a reason to buy, product benefits and to show range. With such high demands, we ask clients to be open-minded, flexible and to trust our depth of DR experience.
This at times causes unease. Clients can become understandably nervous about the tendency of direct response ads to veer away from brand guidelines. We appreciate the investment clients devote to their brand but know from experience that following such guidelines too closely can be detrimental to response.
When you are looking to create a responsive ad to drive sales off the page, strict adherence to brand guidelines can get in the way. AJ’s creative team know what they’re talking about and our ability to turn around failing press is rooted in our true understanding of DR. As a result, based on our recommendations, we’re always prepared to take responsibility.
At AJ, we believe you can reflect a brand’s visual identity without it compromising an optimised direct response ad. It’s just a matter of balance.
Brand guidelines are developed for a reason, they help to define and communicate the personality of a company. They are not there to stifle a company’s bottom line. When style takes over from substance, it’s time to re-consider.
Learn more about how we can produce the right DR creative to support your brand. Contact Lesley Bowman on 01225 758222 or email firstname.lastname@example.org
AJ is keeping Harrington & Byrne ahead of the competition in a busy coin market by expanding reach inside and outside their traditional press channels.
AJ started working with gold and silver experts, Harrington & Byrne, five years ago. Over that time, spend has increased significantly aiming to maximise return from press as quickly as possible.
When the coin market started saturating, and CPNC increased, AJ had to work harder and smarter to drive costs down. First was the need to replicate the positive results seen from Harrington & Byrne’s traditional full-page ads. These have been complemented by a range of sizes including half page and 20×2 mono. A variety of positions, such as OBC and solus TV and puzzles sites, and multiple sections have also been used to maximise the breadth of readership within a single title. Testing new titles was another important part of the redeveloped media plan.
Just as more press titles bring new audiences, so do additional channels. AJ has bolted on online display packages at huge discounts to attract a different audience and encourage online traffic to the Harrington & Byrne website.
The biggest move, though, has been to test TV, bringing yet another fresh audience and exciting potential. An initial two-week test in February has expanded into a constant TV presence ever since.
With the low-hanging fruit well and truly picked, hard work and clever planning is bringing new life to Harrington & Byrne’s results ensuring they stay ahead of the competition in an increasingly competitive market.
Contact Lesley Bowman on 01225 758222 or email@example.com to discover how AJ can drive up your results.
Buoyed by the early achievements of AJ’s print media plan, Kitchen specialist, Dream Doors, is now hoping for success on television.
Dream Doors had restricted their television advertising to just one channel and been disappointed with results, seeing a very high cost per lead and low ROI.
Tasked with improving their results, AJ set about compiling a test campaign, choosing the top converting channels and those with relevant content for the ABC1 45+ target audience.
While Dream Doors had previously scheduled content for the summer months, AJ chose the cost-effective Christmas period for the test campaign. There are bargains to be had over the Christmas/New Year period – competitive pricing, high viewing figures and strong consumer buying. Ideal for a company trying to overcome previous disappointment.
And overcome it they did. Web traffic increased by 25% year on year from Boxing Day through to the New Year. Even more impressively, cost per lead plummeted by almost three quarters.
Not surprisingly, Dream Doors were keen to continue. AJ began to optimise the channels selected, dropping those with the highest CPLs and lowest volumes. Coming out of the low-cost Christmas period inevitably increased CPT, but results have continued to please. Web traffic has remained elevated year on year and CPL sits at just a third of the 2017 figure.
Dream Doors are thrilled with AJ’s approach, broadening their outlook and spend to optimise results.
Let AJ boost your results with their test and learn approach. Contact Lesley Bowman on 01225 758222 or firstname.lastname@example.org.
Dream Doors had been disappointed their results were not hitting targets after booking into the Daily Mail exclusively. Our plan expanded their reach to see them test 12 titles. We’ve tested six sizes in different sections and positions, from advertorials to outside back covers, with a range of creative.
We test ‘newspapers’ as a sector, not just one title. This approach enables us to reach a much broader audience and establish the key target groups through low risk testing and learning. We have already improved attribution by incentivising codes and are beginning to build a picture to roll out further this year. Early results are encouraging with cost per lead, even prior to maturity, 25% lower than when using the Daily Mail alone. And web traffic has increased by 50%, hitting a new record for hits in one day at the end of January.
We are now applying the same principle to television. Previously, Dream Doors had restricted their spend to ITV3 alone. Our plan sees them air on 15 channels, selected for their ABC1 45+ profile. We’ll be reporting back as we see their results mature.
To discover how coverage can out-perform frequency in your media plan, contact Lesley Bowman on 01225 758222 or email@example.com.
High street ladies’ fashion is a competitive market, with many players chasing the same market share. In the second half of last year, Mistral, a lifestyle women’s clothing brand, appointed us to help gain market share from their competitor White Stuff by taking a bold approach.
We started with a low-risk test budget (£7k) to raise awareness of their new range among existing customers as well as attracting new consumers. With stores limited largely to the south and west, the aim was to drive new customers online as well as in store.
Choosing a range of mediums helped us illustrate the benefits of each for their female target market of ABC1, 35+. We tested a full-page ad facing fashion editorial in Stella, an insert in Ocado deliveries and a series of direct mail postcards to a targeted database in geographical areas away from their store locations. Each included an offer – either a bigger discount on a specific outfit or a smaller discount on a range. The latter won hands down.
After three months, we’re seeing some impressive results. Six ads have run in national press. All exceeded target ROI, some by as much as 300%, with Q4 spend enjoying an average ROI of 5:1. New customer generation is huge, representing 65%, while gaining further sales from existing customers. Web traffic rose and is being converted through re-targeting, with footfall in store also increasing. 25% took the voucher in store. All in all, profit exceeded forecast by 200%.
As a result, AJ is delighted budgets have been signed off for Q1, with Mistral also keen to test off-the-page for their sister brand, Muted Tones. Moon on a stick? We think so.
Like what you see and hear? Talk to us about creating the right campaign for you. Contact Lesley Bowman on 01225 758222 or firstname.lastname@example.org.
Never mind the Quality Street and mince pies, we have found the perfect sweet spot for Boxing Day.
This year, we have booked television campaigns running from Boxing Day through to early January for more clients than ever before, building on the successes we achieved in 2016.
The immediate post-Christmas period is a perfect time to be on television. Unlike newspaper circulations, viewing figures increase. Many of us reach the point where we’ve played charades with the in-laws once too often and relaxing in front of the box is a welcome escape.
As well as high viewing figures, advertisers are reaching the working population during daytime at cheaper daytime pricing, with a rock bottom CPT, up to 50% lower than average. Viewers are in ‘shopping mode’, offering the chance to tap into the January sale mindset early.
Take advantage of post-Christmas advertising with a tailored television campaign. Contact Lesley Bowman on 01225 758222 or email@example.com.
How late is too late for direct response advertising?
There’s a shopping conundrum appearing in the run up to Christmas these days. It feels like Christmas shopping starts earlier every year, with Black Friday cementing November firmly in the consumer spend calendar. Yet it also appears the cut-off for shopping finishes later and later.
Do consumers have less time to shop, relying more on internet shopping, available 24/7? Is next day delivery the expected norm, encouraging us to buy later? And is November’s Black Friday actually for our own shopping, as we discovered in Black Friday sales – trick or treat?, leaving December for buying gifts?
Time to re-think our strategy. We used to advise clients to wind down their advertising at the end of November with responses falling significantly in December; now the reverse is true with results remaining buoyant in the approach to Christmas. December has become a key month for clients, and often the most cost-effective for those selling off the page.
We can regularly secure particularly competitive rates throughout December, so taking full advantage of the festive bargains this year. By extending both our timings and budgets, knowing the response rates will reward us and our clients, we’re looking to finish the year on a high.
Let us help you celebrate a bumper year end too. Contact Lesley Bowman on 01225 758222 or firstname.lastname@example.org.
Most clients chase the younger market, but the real value for many is found in baby boomers.
A surprising number of AJ clients say their target audience is younger than their customer profile suggests. They’re embarrassed about their ‘mature’, old or retired customers and look for help to target a younger audience. AJ has lost accounts over the years in this desire to re-brand to attract the younger, ‘cooler’, urbanite market – seemingly cash rich, time poor.
Look at the figures though, and it just doesn’t add up. As we outlined in New pound coin bang on trend, the value and size of the ‘silver pound’ is increasing rapidly. Retirees are the fastest-growing sector, estimated to comprise 40% of the population by 2025. They spend over £43 billion a year, an increase of 53% over the last 10 years, compared to 21% in the non-retired age group.
With more disposable income than any other age group, they’re making the most of it, with spend focused on enjoying themselves.
The retirement market is not ‘old’ and, many would admit, not always mature. As well as adding years to life, today’s retirees are putting plenty of life into those years. They are often mortgage free, house proud and holiday more than once a year.
If companies look to re-brand, this market responds to a fresh creative approach. Move away from a ‘traditional’ ad, but don’t be ashamed of this older audience. Quite the opposite, embrace all it represents. Connect with these consumers; they can transform your business. They are less price sensitive, valuing customer service and reputation. Recommendations are important and offer your cheapest and most lucrative sales. Focus on exceeding expectations, and your customer journey could result in better margins and ultimately profit.
Find out more about embracing the value of the silver pound. Contact Lesley Bowman on 01225 758222 or email@example.com.
Hot on the heels of the last commercial ‘event’, Halloween, we’re fast approaching Black Friday. But how easily are consumers persuaded to part with their money?
Shoppers used to eagerly await the January sales for the post-Christmas bargains. Then the sales moved forward to Boxing Day, seeing the keenest camping out over Christmas to make sure they were at the head of the queue.
Now we have adopted Black Friday from the US. Starting as a single day flash sale of electrical goods the day after Thanksgiving, it extended quickly across every retail sector. Joined by Cyber Monday in recent years, the last weekend of November has become a pre-Christmas shopping bonanza. Last year spending increased by 6% over this period.
As the sales move earlier and earlier, starting even nearer the beginning of November this year, how does this impact Christmas sales? Do sales increase overall or simply move forward, leaving consumers shopped out by mid-December?
It would appear not, Boxing Day sales increased last year.
Clear trends are also appearing in pre-Christmas spending. Black Friday (or Black November?) has become a time people buy for themselves, leaving December to remain as the key time for buying gifts.
Can we therefore simply create ‘events’ and expect people to keep spending money? It seems we can.
Chinese Singles’ Day began in 2009 as a bargain day for young singletons. Held on the 11th November, maximising the single number (11.11), it is now the biggest shopping day of the year for all Chinese shoppers. Sales rocketed from $9 billion in 2014 to $18 billion just two years later.
So where is this going? Grey Monday, Pink Wednesday, Divorced Day……….?! Wherever it goes, consumers are keen to spend.
Find out how we can help you capitalise on that appetite. Contact Lesley Bowman on 01225 758222 or firstname.lastname@example.org.