Planning for OOH Media

7/31/2019 Planning for OOH Media

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[TABLE OF CONTENTS]

Foreword ..........................................................................................................................................1

What Is Out Of Home Advertising?.................................................................................................2

Government And Out Of Home Advertising ....................................................................................5

Out Of Home Audience Measurement.............................................................................................7

Planning For Out Of Home Media..................................................................................................11

Buying Out Of Home Media ..........................................................................................................17

Effectiveness..................................................................................................................................20

Success Stories ........................................................................................................................23

Creating Out Of Home Advertising................................................................................................41

Production ......................................................................................................................................52

Billboards..................................................................................................................................55

Street Furniture ........................................................................................................................65

Transit .......................................................................................................................................76

Alternative ................................................................................................................................94

Cinema ...................................................................................................................................110

About Us ......................................................................................................................................112

Glossary .......................................................................................................................................116

Index.............................................................................................................................................125


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Its been 33 years since the first Planning forOut of Home Media was published. Each newupdate to the guidebook has been significantly

different than the one before, fea-turing fresh information, formats,and guidelines. If there has beenone constant over the years it has

been change.

The last edition of the guide waswritten in 2000. There can be no

argument the media environmenthas changed in the past decade.Weve seen more change in the

advertising business in the past 10years than in the previous twodecades. Technology has radically altered theway people perceive and consume media and,

as a result, how they respond to advertisingmessages on a daily basis.

When the first guide was released in 1977, it

was easy to reach a significant portion of thenational audience by advertising on the threeprimetime networks. A 20 share for the

evening news was common and the daily news-

paper was a breakfast table staple. Agencieshad it easier: a few phone calls, a few milliondollars, and a buy was done.

Today, is another story. A 10 share is consid-ered exceptional for a network primetime show.

With the advent of digital video recorders, itsno longer a certainty that a 30 second spot hasthe same penetration it once did. Newspapersare hemorrhaging readers. Magazines are look-

ing to tablet computers for salvation whileradio is finding itself under siege from satellite

channels.

Consumer behavior is changing, too.Americans spend far more time away fromhome than they did in the late 1970s. They

have longer commutes. They use more publictransportation. They live in an environment withoverwhelming media choices where the noise isconstant and ad clutter is unavoidable. There

are almost as many ways to avoid advertisingtoday as there are ways to advertise.

Through it all, out of home has adapted, grown,and prospered. No medium is better suited for

21st century communications than out of

home. It reaches consumers whenthey are mobile, actively makingbuying decisions, and cuts throughad clutter. Its unavoidable and oneof the most cost effective ways to

reach a mass audience.

Through adaptation, the out of

home medium has reinvented itselfand its formats. The backbone ofthe industry remains traditional

billboards, but even these venera-ble advertising structures havebeen updated by going digital. Street furnitureoffers more sophisticated and stylish variationswith ubiquitous presence. Transit is seen by

more people, more often. New alternative for-mats continue to grow and evolve, often usingnew and innovative technologies. Cinema

advertising is growing by leaps and bounds.The list goes on.

The media planners job is far more complicat-

ed today than it was when the first Planningfor Out of Home Media guidebook was pub-lished. It has been redesigned to help navigatethis changing landscape. While not an exhaus-

tive compendium of facts and figures, thisguide is a useful primer to help new and veter-an planners understand media options avail-

able, how those options can reach certain audi-ences, and how those audiences are measured.It acknowledges the need for integrated mar-keting plans and shows how out of home can

be a vital and useful part of nearly any cam-paign, either by itself or combined with othermedia.

Out of home advertising has proved it hasstaying power and we look forward to the con-tinually growing and changing medium on the

horizon.

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[FOREWORD]By OAAA President and CEO Nancy Fletcher & TAB President and CEO Joe Philport


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Primarily a national or regional medium that isbought locally, outdoor or out of home advertis-ing appears in a variety of places: on bill-

boards, bus shelters, buses, and taxis; in malls,airports, subways, and movie theaters; and atsports stadiums, golf courses and gas stations.OAAA puts these formats into five categories:

billboards, street furniture, transit, alternative,and cinema.

Since the early days of the traveling circus, out

of home advertising has promoted commerceand helped guide travelers to their destina-tions. Out of home advertising is a growing

industry with a bright future. While other mediahave declining audiences, out of home benefitsfrom consumers spending increasingly moretime away from home. Improvements and inno-

vations in technology are also expanding thepotential reach of the medium.

[HISTORY]Out of home advertising can trace its lineage

back to the earliest civilizations as theEgyptians employed tall stone obelisks to pub-licize laws and treaties.

In 1450, Johannes Gutenberg invented mov-able type printing, and advertising in the mod-ern sense was launched in the form of thehandbill.

When the lithographic process was perfectedin 1796, the illustrated poster became com-

monplace. Gradually, measures were taken toensure exposure of a message for a fixed peri-od of time. In order to offer more desirable

locations where traffic was heavy, bill postersbegan to erect their own structures.

The large American outdoor poster (over 50

square feet) originated in New York in JaredBells office where he printed posters for thecircus in 1835. In the beginning, Americanroadside advertising was generally local.

Merchants painted signs or glued posters on

walls and fences to advertise their wares.

In 1901, a standardized billboard structure was

created in America, which ushered in a boom innational billboard campaigns. Confident thatthe same ad would fit billboards fromConnecticut to Kansas, big advertisers such as

Palmolive, Kellogg, and Coca-Cola beganmass-producing billboards. By 1912, standard-ized out of home advertising was available innearly every major urban center.

In 1958, Congress passed the first federal leg-islation to voluntarily control billboards along

interstate highways. The law was known as theBonus Act because states were given mone-tary incentives to control signs.

In 1962, a French out of home advertising com-pany developed the bus shelter. A popular out-door venue, shelters are typically built at no

cost to municipalities and rely on ad revenuefor their upkeep.

On October 22, 1965, the HighwayBeautification Act was signed into law by

President Lyndon B. Johnson. It controlled bill-boards on federally controlled roads by limitingout of home advertising to commercial and

industrial areas, requiring states to set size,lighting, and spacing standards, and establish-ing just compensation for removal of lawfully

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[WHAT IS OUT OF HOME ADVERTISING?]For more information visit http://www.oaaa.org/about/default.aspx

An iconic early billboard.


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erected signs.More recently, digital technology has trans-

formed the industry. Hand-painted boards havebeen replaced by computer printed out of

home advertising formats. Out of home compa-nies offer an increasingly diverse selection ofadvertising formats, including bus shelters,transit posters and kiosks; airport advertising,mall displays and taxi ads.

[CONSUMER INTERACTION]The out of home advertising industry hasevolved into a rejuvenated medium that com-

petes aggressively in the 21st century media

environment. Out of home advertising is a vital

element in well-conceived media plans.

Consumers are in a hurry and out of homeadvertising provides quick and concise informa-tion to help individuals make rapid purchase

decisions. Out of home surrounds consumerswith an ubiquitous presence, offering media

choices to suit every target audience, geogra-phy, and strategic plan.

As consumers become increasingly mobile andengaged in the away from home space, out ofhome advertising has the potential to reachthese individuals and create a dialogue with

them about brands.

Brand engagement, or consumer interaction,describes the process of forming an emotional

or rational attachment between a person and abrand. What makes this interaction complex isthat brand engagement is partly created by

institutions and organizations, but it is equallycreated through the perceptions, attitudes,beliefs, and behaviors of those with whomthese institutions and organizations are com-

municating or engaging.

As a relatively new addition to the marketingand communication mix, brand engagement

sits in the space between marketing, advertis-ing, media communication, social media, orga-nizational development, internal communica-

tions, and human resource management. Outof home advertising can fill the void by provid-ing relevant communications wherever andwhenever consumers are ready to make pur-

chase decisions.

Engagement between a brand and its con-sumers -- and potential consumers -- is a key

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HBOs Big Love asked consumers to listen in on thecharacters secrets in a storescape campaign in NewYork.

Billboards Street Furniture Transit Alternative Cinema

Bulletins Bicycles and Bicycle Racks Airports Arena & Stadium Advertising Cinema

Digital Billboards Bus Benches Buses Airborne

Junior Posters Bus Shelters In-Flight Advertising Beach Advertising

Posters Convenience Store Advertising Mobile Bil lboards Blimps & Custom Inflatables

Spectaculars In-Store Advertising Rail Systems & Subways Cartons & Cups

Wall Murals Kiosks: Information Taxicabs Dry Cleaning BagsWrapped Posters Kiosks: Telephone Truckside Advertising Gas Station Advertising

Wrapped Square Posters Newsstands and Newsracks Golf Course Advertising

Pedestrian Panels Marine Vessels

Shopping Malls Parking Garage Advertising

Place Based Digital Networks

Place-Based Advertising

Projection

Ski Area Advertising

Trash Receptacles

Out of Home Media


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objective of marketing efforts and one of thekey attributes of out of home advertising. In

general, the way a brand connects to its con-sumer is through a range of touchpoints, or asequence of potential ways the brand makescontact with an individual. The various outdoor

formats and their diverse positioning in a mar-ketplace offer brands countless touchpoints toreach busy consumers every day.

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James Ready beer asked consumers to share theirbillboard.


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Government plays a major role in out of homeadvertising, as a top customer of the mediumand also as regulator. Local transit authorities

earn millions of dollars in revenue from adver-tising contracts. The FBI and other lawenforcement agencies use out of homeadvertising as a regular tool on behalf of public

safety.

Regulation

Out of home advertising is regulated on thefederal, state and local levels. The HighwayBeautification Act (HBA) of 1965 controls

roadside advertising along some 300,000 milesof interstates and other federal roads. The

HBA was designed to regulate billboards, noteliminate them, by promoting the orderly dis-play of out of home advertising in commercialand industrial areas (where other business isconducted). States and communities may be

more restrictive than federal standards. Underthe Act, states must maintain effective con-trol of size, lighting, and spacing of billboardsor risk losing 10 percent of federal highway

funds. States and communities issue permitsfor billboards; a permit is part of the billboards

value.

Constitutional Protections

The First Amendment protects free speech,including commercial speech contained in out-door advertising. Therefore, governmentattempts to control advertising content raise

constitutional issues. The outdoor industry self-regulates, voluntarily creating a 500-foot bufferzone around schools and other places wherechildren congregate against advertising prod-

ucts illegal for sale to minors.

The takings clause of the Fifth Amendment

requires just compensation when governmenttakes private property for a public purpose.The HBA requires just compensation to thesign owner and landowner for billboards

removed along roadways controlled by the Act;most states also have similar protections for

billboards along other roads.

The OAAA Code of Industry Principles

The out of home advertising industrys volun-tary code has been updated to keep pace with

change. The most recent code modificationsaid animated, flashing, scrolling, intermittent,or full-motion video elements do not belong ondigital billboards. Further, brightness of digital

billboards should be adjusted to surroundinglight conditions. The OAAA Code of IndustryPrinciples states:

Observe Highest Free Speech Standards

The industry supports the First Amendment

right of advertisers to promote legal productsand services, however, the industry also sup-ports the right of out of home advertising com-

panies to reject advertising that is misleading,offensive, or otherwise incompatible with indi-vidual community standards, and in particular,we reject the posting of obscene words or pic-

torial content.

Protect the Children

The industry is careful to place out of homeadvertisements for products illegal for sale to

minors on advertising displays that are a rea-sonable distance from the public places wherechildren most frequently congregate.

The industry supports reasonable limits on thetotal number of out of home advertising dis-plays in a market that may carry messagesabout products that are illegal for sale to

minors.

The industry seeks to maintain broad diversifi-

cation of customers that advertise using out ofhome advertising.

Support Worthy Public Causes

The industry is committed to providing probono public service messages to promote wor-thy community causes.

The industry advocates the use of out of homeadvertising for political, editorial, public serv-

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[GOVERNMENT AND OUT OF HOME ADVERTISING]For more information visit http://www.oaaa.org/LegislativeAndRegulatory/


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ice, and other noncommercial messages.

Provide an Effective, Attractive Medium for

Advertisers

The industry is committed to providing valueand service to advertisers in communities

nationwide.

The industry is committed to maintaining andimproving the quality, appearance, and safetyof out of home advertising structures and loca-

tions.

The industry encourages the use of new tech-nologies to continuously improve the service

provided to advertisers and the informationprovided to the public.

The industry is committed to excellence in the

ads displayed because outdoor advertising pro-vides the most public art gallery there is.

Respect the Environment

The industry is committed to environmental

stewardship.

The industry encourages environmentallyfriendly business practices for the reduction of

waste, improvement of energy efficiency, and

use of recyclable materials.

Provide Effective and Safe Digital Billboards

The industry is committed to ensuring that thecommercial and noncommercial messages dis-

seminated on standard-size digital billboardswill be static messages and the content shallnot include animated, flashing, scrolling, inter-

mittent or full-motion video elements (outsideestablished entertainment areas).

The industry is committed to ensuring that the

ambient light conditions associated with stan-dard-size digital billboards are monitored by alight sensing device at all times and that dis-play brightness will be appropriately adjusted

as ambient light levels change.

Uphold Billboard Industry Self Regulation

The industry supports billboard advertising as abusiness use to be erected in commercial and

industrial areas.The industry supports new billboard locations

in unzoned commercial and industrial areasonly where there is business activity.

The industry opposes the construction of

stacked bulletins (i.e., two 14 x 48 faces orlarger facing in the same direction)

The industry opposes the construction of newbillboards on truly scenic segments of high-ways outside of commercial and industrialareas.

The industry opposes illegal cutting, and arecommitted to reasonable control and mainte-

nance of vegetation surrounding billboards.

The industry supports the expeditious removalof illegally erected billboards without compen-

sation; OAAA member companies are encour-aged to inform responsible authorities if theybecome aware that illegal billboards are beingerected.

Protect Billboard Industry Rights

The industry supports the right of out of homeadvertising companies to maintain lawfullyerected billboards.

The industry supports laws that assure justcompensation for removal of legal billboards.


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The out of home audience is measured withEYES ON. These metrics, provided by theTraffic Audit Bureau (TAB), are available in

over 200 markets with demographic ratings forbulletins, posters, juniorposters, transit shelters,and other street furni-

ture throughout theUnited States.

Why EYES ON?

For over 75 years, out of home media buyersand sellers used Daily Effective Circulation

(DECs), or the number of times people 18+passed an out of home display in a day. EYES

ON goes beyond DECs in several importantways.

With DECs, out of home buyers and sellers didnot have access to many of teh metrics or

standards offered by other media. Because ofthis, out of home was a below the line mediumand not considered in the initial planningprocess. EYES ON has closed the gap by intro-

ducing standard markets, weekly measure-ment, demographic information, audience deliv-

ery, reach, and frequency to out of homeadvertising. It is also the first media measure-ment system to report people who actually seean ad.

The Research Program

EYES ON is an integrated research program

designed to meet the unique challenge ofmeasuring out of home audiences. The specifi-cations for EYES ON were set by advertisers,

advertising agencies, and media companies.The research design was created following aninternational review of best practices in out of

home measurement.

A technical committeeof media research

experts provided over-sight to an RFPprocess, which selected

six leading research organizations to work in

collaboration. Their expertise included: surveyresearch, traffic engineering, eye-trackingresearch, modeling, and data integration. Only

the integration of multiple techniques and datastreams could yield the accurate, granulardetails (unit by unit ratings across the UnitedStates) essential for reporting the value of an

out of home audience.

EYES ON Impressions

EYES ON impressions (EOIs) are the numberof eye-contacts people have with an out ofhome display.

Some facts about EYES ON impressions:

EOIs are based only on audiences who actu-ally see ads.

Three separate companies

Micromeasurements Solutions, PerceptionResearch Services, and the MarketingAccountability Partnership worked togetherto create high quality video simulations of

vehicular and pedestrian exposures for variousout of home displays in various environments.In total, nearly 15,000 tests of people noticing

displays and the ads on them were conductedusing eye-tracking technology. The results wereanalyzed and modeled to generate EYES ONadjustments for all TAB audited inventory.

These adjustments made out of home the firstmedium to report audience noticing the adver-tising on a display, or its EYES ON commercialaudience.

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[OUT OF HOME AUDIENCE MEASUREMENT]For more information visit http://www.eyesonratings.com

Source: TAB


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The key factors that determine the likelihood adisplay and its advertising will be noticed

include: format, display size, roadside position,angle to the road, street type, and distancefrom the road.

EOIs are available for all major demographicaudience segments including age, gender,race/ethnicity, and income.

EYES ON uses travel information from the USCensus Bureau and other government sourcesthat report trips to work and other trips from

one census tract (neighborhood) to another.This rich data source allows TABs data inte-gration team to generate millions of trips in all

markets across the country.

Mediamark Research (MRI) conducted approxi-mately 50,000 travel surveys in 15 markets.

The purpose of these surveys was to collectdetailed information about trips, their purpos-es, and modes of transportation, in order tosupplement trip information derived from the

Census surveys.

This survey information provides the data

required for reporting the audience demograph-ics, in-market vs. total audiences, and trip

duplication required for reach and frequency.

EOIs are reported as weekly impressions ver-sus DECs, which are daily measures.

Weekly circulation counts are still the founda-

tion of the EYES ON measurement system.They provide a gross count of the people whopass each out of home display and have an

opportunity to see the advertising. TAB col-lects traffic counts from departments of trans-portation at the local, county, and state levels.Peoplecount contributes the required traffic

engineering expertise needed to translate thenumbers into the average weekly traffic volumefor the current year. Both vehicular and pedes-trian circulation are considered. Pedestrian cir-

culation is only available in select markets.

Unless identified as in-market EYES ON

impressions, EOIs may include impressionsdelivered to people living outside of the mar-

ket.

Rating Points

Rating points are the total number of in-market

EOIs delivered by an out of home displayexpressed as a percentage of that markets

population. One rating point represents impres-sions equal to 1 percent of that population.

Rating points include multiple impressions to aperson and are a gross count of audience.

Some facts about EYES ON Impressions and

Gross Rating Points (GRPs):

Total EOIs must first be reduced to the in-market EOIs: individuals who live in the defined

market and are part of that markets popula-tion base.

Market definitions (CBSA, DMA, or custom)must be clearly defined.

Custom markets may be created using coun-

ties as a base.

Only ratings for the same geography or mar-

ket can be added to report total GRPs.

Reach and Frequency

Out of homes old reach and frequency modelwas incapable of showing the true value ofcertain advertising campaigns. For example,

Source: TAB


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geographically dispersed and clustered sched-ules with equivalent GRPs would have had the

same reach. With EYES ON, the new reachand frequency model considers not only thesize of the campaign, but also market size androad infrastructure,

media or campaigncoverage in themarket, and most

importantly, audi-ence duplication.

Tiered Operating

Functions

EYES ON metricsare integrated into

four core operating

functions for com-mon business trans-actions. The first is the incorporation of EYES

ON into strategic marketing processes andmedia planning software. Second is the addi-tion of EYES ON data into buying software.Third is the assimilation of EYES ON informa-

tion into charting functions that are linked withother back-office systems for media execution.The last is creating an independent post-cam-

paign delivery platform that provides proof ofperformance detail and budget reallocation

guidance, among other services. There are sev-eral third-party processors providing software

applications for these purposes. Some out ofhome specialist organizations and a few mediaoperators have developed proprietary softwareplatforms.

Including EYES ON data in the tiered operatingfunctions used by out of home practitionersensures data is consistent at every level of a

business transaction. From delivery of clientdata to the execution of a contract, audiencemetrics are the glue that holds a marketingstrategy together during every phase of a cam-

paign.

Planning

Advertisers will typically approve a level ofweight, communication goals, timing of theschedule, markets, and budgets for a media

campaign after many different plans are con-

sidered. Planners may judge what gross ratingpoints levels might typically cost for various

media to structure a plan.

In out of home, rating points are the percent-age of a target audi-

ence a panel orgroup of panelsdeliver to a market.

Gross rating pointsare the sum of theindividual panel rat-ing points each

panel delivers in aschedule and repre-sents the total

media weight of a

campaign. A generalplanner will oftenwant to understand the average reach and fre-

quency a certain amount of media weight willdeliver.

Buying

When planning what to buy, buyers evaluatenumerous factors including rates, geographies,

demographics, and psychographics relating toan advertisers target audience. Media buyerstry to optimize what is bought and that can be

dependent on budget, media channels and spe-cific characteristics, available inventory, andhow much media space is required.

EYES ON provides consistent and meaningfulmeasures to easily evaluate out of homeagainst other media in a multi-faceted mediaplan. As a function of buying specific out of

home units, buyers analyze reach and frequen-cy, rating point delivery, and other factorsbased on media schedules using the available

inventory provided by media operators.

EYES ON rating points, as in broadcast, meas-ure the size of an audience reached by either a

specific unit or an out of home campaign.Target rating points are therefore the productof the percentage of a target audience reachedby an out of home campaign, and the frequen-

cy that a target audience sees the campaign.

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ar etingStrategy

Planning

BudgetReallocation

Buying

Proof ofPerformance

MediaExecution


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EYES ON impressions reflect audience, whichrelates to rating points. Buyers will make deci-

sions about which out of home inventory is pur-chased based on how well each individual unitof inventory achieves an overall campaignobjective. Buyers and sellers should negotiate

less based on the attributes of panels andmore on the delivery of gross rating points oraudience.

Business Systems

Charting is how an out of home contract isexecuted and where the rubber meets theroad. Charting personnel select specific out ofhome inventory for inclusion in a contracted

campaign. The multi-dimensional and granularnature of EYES ON data allows media opera-tors to chart campaigns based on detailed tar-get audience compositions.

EYES ON provides a rich database with uniquemetrics assigned to specific units. Every loca-

tion charted adds unique value to a campaign.Units should be selected for a campaign basedon an understanding of the weekly ratingpoints delivered against a specific audience

and the percent composition each unit adds toan overall plan objective (to minimize mediawaste). To make this conversion, the charting

function and related software packages usedby media operators will change.

Campaigns should be charted based on total

weekly rating points delivery against a targetaudience. The actual number of units deliveredfor a specific campaign might not be the sameas the rate card planning allotments since

gross rating points delivery, not panels, shouldbe the objective. In this way, charting person-nel would select specific units and sum all rat-

ing points to achieve a total weekly rating

points threshold for the charted campaign.

In the case of bulletin rotations, total rating

points delivery should reflect the total cam-paign objectives and might be accumulatedover time. For example, a campaign objectiveof 100 weekly GRPs might deliver 95 weekly

rating points for eight weeks and 105 weekly

rating points the subsequent eight weeks aftera rotation. The campaign total over 16 weeks

would be 100 weekly rating points delivered.However, to effectively meet an advertisersstrategic media objectives, it is advisable tochart a campaign with no more than a five

weekly rating points variation against totalaudience target levels.

Evaluating

After a media buy has been executed, agency

research and planning departments, along withbrand managers, will generally examine theresults of return on investment (ROI) models toaid in planning for next year. Not all advertisers

do this, but most national advertisers expectthis type of evaluation and agencies are heldaccountable.

Broadcast, print, and online media segmentscommonly use post-campaign software tools toevaluate advertising results and determine

budget allocations. Independent, third-partyevaluations can add credibility to an advertisingcampaign by providing unbiased accountability.Many advertising agencies along with broad-

cast and print media companies use third-partyservices to help evaluate advertising execu-tions for future decision making.

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[UNDERSTANDING PLAN OBJECTIVES]The first step in preparing an out of homemedia plan is to have an understanding of abrands marketing, advertising, and media

goals. Understanding objectives will help themedia planner make a more targeted and rele-vant purchase, thus increasing the buys effi-ciency. To achieve the most effective mediamix, a planner must also understand the bene-fits of each possible medium. While the out ofhome medium can perform an array of market-ing and advertising tasks, some significantstrengths include its ability to:

Rapidly build and maintain market presenceby achieving large audience exposure withbroad reach and high frequency on a local,regional, or national basis.

Deliver cost-efficient impressions, which aregenerally higher than many other advertisingmedia.

Target prospects geographically or demo-graphically in their neighborhoods, with flexibili-ty and speed.

Reach consumers on the move who are driv-ing, walking, or shopping on their way towork, school, or other daily activities so theadvertising messages can influence consumersin a relevant and timely manner.

Reach younger, more affluent target groups,whose mobile lifestyle make them hard toreach through broadcast or print media.

Enhance the efficiencies of other media.

[MAKING STRATEGIC CHOICES]With clear objectives in mind, a planner canevaluate the varied strategic benefits the outof home medium offers, and make choices tobest achieve the media plan objectives.

Out of home advertising functions as thebridge between mobility and sale. It influencesconsumers when they are away from home andmost likely to make purchase decisions. Out of

home advertising reaches 96 percent ofAmericans more than any other advertisingmedium. Out of home continually interceptsconsumers where they live, work, shop, andplay to deliver a recent and consistent adver-tising message as they travel. With repeatedfamiliarity, exposure, and retention, out ofhome advertising helps consumers make achoice at the point of decision.

Build Awareness

Because consumers tend to travel the sameroutes on a daily basis, out of home media cangenerate high awareness levels in a short peri-od of time. This accounts for the frequent useof the medium to launch new products or serv-ices.

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[PLANNING FOR OUT OF HOME MEDIA]

Source: Scarborough USA+ 2008 release 2. 12 months | Base: United States residents aged 18 or older.

96%

61%70%

95%91%

71%

67%

0%

20%

40%

60%

80%

100%

Outdo

or

Commuters

Pede

stria

ns

Television

Radio

Newsp

apers

Internet

Media reach


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Dominant Market Presence

Often large and assertive in form, the out ofhome medium provides important benefits:

Size: Imposing presence for visual impact.Color: Draws attention with eye-catching

images.Brevity: Delivers quick bursts of essential infor-mation.

[THE MEDIA MIX]Out of home advertising works to enhance theoverall effectiveness of a media mix by broad-ening reach and frequency while bridging thegap between advertising messages deliveredinside the home and purchases made outsidethe home.

Television

Since its introduction in the late 1940s, televi-sion has been widely accepted into Americanshomes as a source of news, information, andentertainment.

Light television viewers are a difficult demo-graphic to reach, a serious concern given thisgroup is characterized as being younger, moreactive, and more affluent than the general pop-ulation. Televisions combination of sight,

sound, and motion make it a formidable adver-tising medium.

Today, many viewers consume a limited amountof television while digital video recorders(DVRs) have shifted habits toward ad avoid-ance. Light television viewers comprise 40 per-cent of the total television audience, spendingless than 90 minutes per day watching TVbetween the hours of 6:00 AM and midnight.

Big market stations remain critical to broadcast

networks, despite an increasing reliance ondigital and online content distribution. Fordozens of major independent station groupowners, local television is their core businessand revenue source. With broadcast networksselling programs directly to cable and new digi-tal media outlets, and as broadcast networksrely more on online sites, digital platforms and

devices to distribute programs, local stationshave faced a dilution of the affiliate brand.

The high capital cost, declining revenues, andtighter margins have become increasinglyapparent among television stations. Local TV

station owners are under pressure to modifyhigh-cost legacy structures, leverage theirunique local content and connections, andengage in new digital enterprises to collectivelyoffset traditional ad declines.

Television Benefits

Wide geographic coverage Broad audience reach Perceived accountability with well acceptedaudience measurement metrics Relative ease of buying and post-buy mainte-nance Proven success record for promoting massconsumer products

Television Disadvantages

Audience share is generally declining due tofragmented audiences Increasing use of DVRs diminishes theimpact of commercials Many television shows skew older and lowerincome

Typically high CPM costs and rising produc-tion costs Primetime is no longer the preeminent reachbuilder with a large part of the viewing popula-tion not substantially reached by the primetimenetworks Increasing ad clutter as commercial podslengthen

Broadcast Television and Out of Home

Out of home reinforces television messageswhen viewers are away from their homes dur-

ing the course of daily activities.

Out of home minimizes wasted coverage andimproves an advertisers campaign by providingthe ability to target ad messages geographical-ly.

Television is expensive. Out of home improves


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the efficiency of a television campaign buy bydriving down CPM costs.

Out of home reaches light TV viewers who areyounger, mobile, and more affluent than heavyTV viewers.

Cable Television

In 1980, cable viewing was minimal comparedto network television viewing. Today, cable tel-evision offers considerably more targetingcapabilities than broadcast television, allowingadvertisers to reach specific consumer groupsaccording to their programming interests andpreferences. The average cable home hasaccess to 120 channels with nearly 3,000 pro-grams available each week.

The cable industry faces new challenges. Thegrowth in available channels and programminghas lead to unprecedented broadcast audiencefragmentation making it increasingly difficultfor brands to effectively reach sizable televi-sion audiences without excessive ad spending.Direct-broadcast satellite (DBS) technologyhas captured millions of subscribers, signifi-cantly reducing the reach of cable advertisers.Moreover, digital broadcasting television hasfurthered audience fragmentation among cable

operators.

Cable Television Benefits

Penetration of 90 percent of US households Typically lower CPM costs compared tobroadcast television with similar benefits Greater targeting capabilities compared tobroadcast television Programming available in all time periods Original cable television programming com-prises 67 percent of all content

Cable Television Disadvantages Smaller audiences than broadcast television Excessive fragmentation producing relativelysmall audiences for many channels A greater number of commercials per hourcompared to broadcast television

Cable Television and Out of Home

The combination of out of home and cable tele-

vision offers advertisers similar benefits to thecombination of out of home and broadcast tele-vision. Out of home reinforces television mes-sages when viewers are away from their homesduring the course of daily activities.

Cable television delivers relatively small buttargeted audiences compared to broadcast tel-evision. Out of home improves cable televi-sions delivery by improving the overall reachof a campaign.

Out of home offers localized media reinforce-ment of cable television advertising.

Internet

Internet advertising began in the mid-ninetiesand since then has been the fastest growingmedia segment. According to Magna Insights,nearly 100 million US households have Internetaccess today and over 90 percent of thosehouseholds use broadband. The average userspends over 25 hours online per week. As aresult, the Internet represents one-third of dailymedia use, according to The Media Audit.While new Internet ad options continue toevolve, the value of traditional banner ads isdebatable as click through rates stay low.

Individuals are using social networking plat-forms where users generally hold negativeviews of advertising and consider ads a distrac-tion. It is difficult to quantify the value ofInternet advertising based on traditional mediameasures, and viable integration of advertisingwithin social networking enterprises has proventough to achieve.

Internet Benefits

Direct response and transactional opportuni-ty are available to consumers in real-time

One-to-one marketing any time and anyplace Long-term reduction of transactional busi-ness costs

Internet Disadvantages

Limited frequency across millions of websiteswith users able to access only a fraction of

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sites available Privacy and security concerns

Internet and Out of Home

Internet and out of home advertising reach sim-ilar audiences. Both market to a younger, edu-

cated, affluent, and mobile audience.

Out of home extends the reach and frequencyof an Internet campaign when users are offline.

The brevity of out of homes copy is ideal fordriving traffic to a website.

Radio

Driven largely by the increase in the length ofconsumer commutes, the number of people lis-tening to the radio has grown over the last

decade. With varied station formats, listenershave a wide choice of options to satisfy theirparticular preferences. But, listener fragmenta-tion requires advertisers to buy multiple sta-tions and formats to accumulate a relativelylarge audience reach, offsetting the cost-effec-tiveness of radio. The introduction of satelliteradio and MP3 technology has stolen audienceshare from radio stations.

While some technology has hindered the reach

of radio listening, other technologies haveenhanced radios appeal with consumers. Over4,500 radio stations stream content onlinethrough local websites, providing a one-on-oneconnection with listeners.

Radio Benefits

Targeting capabilities Inexpensive compared to other traditionalbroadcast media Builds frequency quickly Branded promotions offer advertisers

appealing community involvement opportunities No seasonal listener erosion

Radio Disadvantages

No visual component Advertisers must buy multiple stations andformats to accumulate audience reach Peak listening is during morning and eveningdrive times with relatively low audiences during

other day parts

Radio and Out of Home

The combination of radio and out of homereaches a mobile audience, offering a balanceof sight and sound.

Radio messages are susceptible to channelsurfing. Out of home can maintain the marketpresence of a brand featured on radio afterlisteners have switched stations. Radio is con-sidered a frequency medium and out of homecan increase the reach of a radio campaign byproviding broad market appeal to radio listen-ers.

Magazines

One of the core benefits magazine publishers

can offer advertisers is the opportunity to usehigh production quality to influence core demo-graphic audiences. But as more consumers areobtaining information from digital media plat-forms, more titles fold, circulation drops, andnewsstand and subscription prices rise, theopportunities for advertisers to reach con-sumers through magazines are shrinking.According to the Publishers InformationBureau, the number of advertising pages in topmagazines has dropped 42 percent since 2000.

Magazine Benefits

High degree of selective targeting based ondemographics, product affinity, or lifestyle High production quality Focused editorial environment Regional editions offer localized targetingcapabilities

Magazine Disadvantages

Specific issue audience data is not typicallyavailable Magazines produce minimal short term(daily/weekly) reach Broad market reach is difficult to achievebecause of niche readership behavior

Magazines and Out of Home

Out of home strengthens an overall magazinead campaign by providing a constant presencein the marketplace.

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Newspapers

Newspapers play a functional role by providingnews and information. However, for more than20 years there has been a consistent andsteep decline in the number of Americans whoregularly read a weekday or weekend newspa-

per. Many consumers today use online sourcesto gather news and information rather thanprinted materials. Nearly 100 million homeshave an Internet connection, offering almosteverything found in newspapers, includingnational and global news, classified ads, opin-ions, entertainment, sports, comics and horo-scopes. Many traditional newspaper advertis-ing sectors, such as job ads and real estate,have also moved online.

Advertisers in big cities have plenty of optionsto reach consumers, and newspapers are oneof the most expensive. Newspapers can chargeas much as $25 for every 1,000 people whomight see an ad covering a half page.

According to The Media Audit, those whospend more than an hour per day readingnewspapers spend 3.7 hours per day online.Internet newspaper reading represents almost30 percent of time spent with newspapers.

A survey by the Pew Research Center askedreaders if they would feel the loss of eitherprint or online versions of their local newspa-per. Forty-two percent said they would not misstheir city paper much, or at all. Twenty-six per-cent didnt think the loss would hurt civic life intheir communities, and nearly 30 percent saidthere would be other ways to get news if theirlocal paper shut down.

Newspaper Benefits

Broad reach within a defined market area

Newspaper offers targeting capability withregional delivery and special advertising sec-tions Geographic selectivity is available in smalltowns Marketplace for competitive price shopping

Newspaper Disadvantages

Decreasing market penetration and reader-ship with many newspapers reaching less than50 percent penetration Low younger audience (18-24) readership Costly frequency medium

Some ad recall studies show less than 50percent of newspaper readers recall noting ads Ad clutter

Newspaper and Out of Home

Out of home can resolve some of newspapersdistribution shortcomings by offering selectivetargeting. Out of home penetrates newspaperzones that are too large for reaching neighbor-hood target areas.

Newspapers have a short shelf life. Out ofhome can extend the life of a newspaper cam-paign by presenting ad messages in a market-place 24 hours per day, seven days per week.

Readership rates are declining and will likelycontinue due to increasing numbers of alter-nate news sources. Out of homes very natureis unavoidable and impacts consumers lost toother source options.

Cost-Efficiency

Out of home advertising is one of the mostcost-efficient media formats. Its ability to deliv-er specific target audiences at low costs makesit a valuable addition to virtually any media mix to amplify impressions and stretch media dol-lars.Although it is generally true that any mediumadded to a media mix will improve reach andfrequency, out of home does so more effective-ly, primarily due to its low CPM.

Flexibility and Mobility

Considerable flexibility can be used with out ofhome advertising, either geographically ordemographically. Advertising content can betailored to product distribution patterns, oraudience concentrations. Panels can be movedaround (rotated) within a market, based on apredetermined schedule to ensure maximumcoverage of that market.

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Quick Placement

In most markets, it is possible to arrange spe-cial weekly placement of advertising messages,or another custom time frame, as opposed tothe more traditional four week cycle. This flexi-bility is valuable when timing of ad messages is

critical or when local advertisers have limitedmedia funds.

[THE OUT OF HOME AUDIENCE]According to Arbitron, the out of home adver-tising audience skews male, and is comprisedmostly of young and middle-aged adults in highincome households.

Targeting the Out of Home Audience

A target audience is a segment of a population

that comprises the best potential consumers ofan advertisers product or service. The mostcommon way to define target audiencesinvolves basic demographics such as age, race,sex, income, education, occupation and geo-graphic region. These demographics can betargeted using a panels unique demographicprofile created by EYES ON ratings (see Outof Home Audience Measurement).

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[PREPARING TO BUY]The standard steps for pre-buy and post-buy

analysis for out of home advertising differ fromother media because out of home advertisingreaches moving audiences in different waysfrom market to market.

It is valuable to know about some useful serv-ices available to a buyer.

Out of Home Media Department

Many large advertising agencies, or thoseengaging in a substantial amount of out of

home media buying for clients, have estab-lished groups or departments specializing inplanning for out of home media. They contain

personnel knowledgeable in planning and buy-ing out of home media and have establishedlong term relationships with plant operators. Itis the responsibility of the advertising agencys

media department to determine the out ofhome planning objectives and buying parame-ters.

Out of Home Placement Specialists

There are two different out of home mediaplacement specialists:

1. Those who work with and are compensated

by advertising agencies.

2. Those who work as representatives for plantoperators and are compensated by the plant

operators.

In both cases, the out of home placement spe-cialists are chosen for their expertise in plan-

ning and monitoring out of home advertisingcampaigns. They most often are used to makebuys for clients not familiar with the medium.

Standard services include media planning, con-tract negotiation and buying, contract adminis-tration, assistance with production, and cen-tralized billing. Field activities, such as location

selection, scheduling, and post-buy monitoring

of campaigns are other common services.

Co-op (Cooperative) AdvertisingCo-op advertising is when the advertising

costs are shared between a manufacturer oradvertiser and a distributor or retailer. Thispractice is widely used by out of home adver-

tisers. There are firms which specialize in co-opmarketing. These companies provide salesleads for out of home vendors and coordinateproduction arrangements.

[STEPS FOR MAKING THE MEDIA

PURCHASE]

Establishing Geographic Market Definitions

After a target audience has been identified, thenext step is to determine the scope of the mar-ket(s). This is necessary to best define the

types of out of home media to use for a cam-paign and should be as specific as possible.

A clear geographic market definition is impor-tant to ensure an advertising campaign proper-ly covers the desired areas where the target

audience can be reached most effectively. Notall out of home media formats are available inall markets. The depth of coverage of a specificformat may also vary by market.

In out of home advertising, the most frequentlyused market definitions are DMA, CBSA,county, and PDM.

DMA (Designated Market Area)

A rigidly defined geographic area used to iden-tify television stations that best reach an area

and attract the most viewers. A DMA consistsof all zip codes where the largest viewing share

is given to stations of that same market area.Non-overlapping DMAs cover the entire conti-nental United States, Hawaii, and parts ofAlaska.

CBSA (Core Based Statistical Area)

Commonly used for radio, a CBSA is a US

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[BUYING OUT OF HOME MEDIA]For more information visit

https://www.oaaa.org/marketingresources/industrystandardsandpractices.aspx


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Census Bureau defined area used to provide anationally consistent set of geographic entities

for the United States and Puerto Rico for usein tabulating and presenting statistical data.

CBSAs consist of a county or counties, or

equivalent entities, associated with at leastone core (urbanized area or urban cluster) of atleast 10,000 in population, plus adjacent coun-

ties having a high degree of social and eco-nomic integration with the core as measuredthrough commuting ties with the counties con-taining the core.

The term CBSA became effective in 2003 andrefers collectively to metropolitan statistical

areas and micropolitan statistical areas.

County

The primary legal divisions of most states are

termed counties. In Louisiana, these divisionsare known as parishes.

In Alaska, which has no counties, the equiva-

lent entities are the organized boroughs, cityand boroughs, municipalities, and census areas.

In four states (Maryland, Missouri, Nevada,and Virginia), there are one or more incorporat-

ed places that are independent of any countyorganization and thus constitute primary divi-

sions of their states. These incorporated placesare known as independent cities and are treat-ed as equivalent entities.

The District of Columbia and Guam have noprimary divisions, and each area is consideredan equivalent entity.

PDM (Plant Defined Market)

PDMs are custom geographic areas defined by

a local out of home plant operators area ofdistribution and are based on the accumulationof full county populations.

Media Mix MarketsDifferent geographic definitions are used by

various media sectors. Coordinating with thegeographic nomenclature of other media sec-tors and customer groups is critical when con-

sidering a mixed media campaign.

Determine Plant Coverage

A planner should review and assess the totalmarket area covered by each plant operator,especially where competing plants operate

within the same market area. In some cases, a

secondary or tertiary plant may be needed toachieve complete market penetration. Plannerscan consult TAB for precise coverage informa-

tion.

Review Market Availability

Most US markets have one or more out ofhome media formats available, but not all for-

mats are available in every market. Each for-mat has different strengths when consideringmarkets.

Availability refers to out of home advertisingcurrently available for sale in a market. It isimportant to be very specific about schedulingavailable locations. Prevailing market situations

can change quickly, so it is advisable to securecommitments in writing from plant operators.

Individual operators are the best source foravailability information, as well as standardrates.

Philadelphia DMA Philadelphia CBSA Philadelphia County


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Some key questions to consider regardingavailability are:

Are the out of home formats that best suitthe media plan objectives available in thedesired market(s)?

If not, are there alternative formats avail-able? What are the production costs associated

with each format?

How often will the campaign need to bereposted and what are the associated postingand production fees?

[THE BUYING PROCESS]Once the details are complete, a planner canproceed to the actual buying of out of home

media: selection, negotiation, and contractdecisions. A thorough knowledge of the manyout of home formats, their characteristics, andmarket penetration will help ensure favorable

results.

Evaluate Plants and Negotiate the Buy

A final media assessment and recommendationcan be formulated once the final costs for aprogram have been negotiated with each seller

or their agent. Plants should have been evalu-ated based on coverage and the specific loca-

tions offered. In some cases, more than oneplant operator in a market may be selected.

Contracting

An important part of the contracting process isto negotiate maintenance, cancellation, andother relevant details before the contract is

finalized. Any number of unavoidable factorsmight affect the program: storm damage, elec-trical outages, strikes, or accidents. Know howyou will be compensated for lost campaign

days. Many plant operators accommodate for

an unforeseen event in standard contract lan-guage.

Inform the Production Department

A planner should be sure all of the individuals

involved in an out of home program fully under-stand the production instructions, including thenecessary allowances for delivery lead time.

Production specifications should be carefullychecked and deadlines reconfirmed for delivery

of art and display material. Standard produc-tion specifications are outlined in theProduction section of this document. Always

consult with individual plant operators to con-

firm the advertiser or agency instructions meettheir requirements. A missed production dead-line is a common cause of a delayed out of

home campaign. Meeting production deadlinesare the responsibility of the advertiser oragency.

[POST-BUY ANALYSIS]After an out of home media campaign islaunched, the out of home operator should pro-vide a proof of performance report, providing

detailed information about the execution of thecampaign. OAAA and the AmericanAssociation of Advertising Agencies (AAAA)

mutually endorse standardized completionreporting practices. Most companies haveonline proof of performance, allowing buyersand sellers of the out of home medium the abil-

ity to communicate vital information quicklyand seamlessly.

Reconcile Billing

Consult with a plant operator or representative

as soon as the campaign has launched. Noteany deficiencies in the physical locations or cir-culation guaranteed. Negotiate if adjustmentsare justified.

Assess Reactions in the Market

Review local sales reports, discuss the programwith dealers and distributors for reactions tothe advertising, and note any competitive activ-ity. Where justified, consumer surveys can be

conducted to measure awareness and attitudestoward the campaign.

Research Follow-Up

If any research has been conducted, be certainthat the after-market exposure phase of the

program is carefully measured immediately fol-lowing the completion of the campaign to cap-ture the most accurate data.

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85%

79%

79%

77%

76%

76%

74%

74%

72%

65%61%

58%

0% 20% 40% 60% 80% 10

TV

Billboard

Magazine

Movie theater

Internet

Grocery stores

Radio

Newspaper

Outside of buses

MallsSports stadium

Gas station pump toppers

85%

79%

79%

77%

76%

76%

74%

74%

72%

65%61%

58%

55%

53%

52%

49%

45%

38%

38%

33%

30%

0% 20% 40% 60% 80% 10

TV

Billboard

Magazine

Movie theater

Internet

Grocery stores

Radio

Newspaper

Outside of buses

MallsSports stadium

Gas station pump toppers

Airport

Taxi Tops

Bus shelter

Digital at mass merchandisers

Bar/pub

Event marketing

Posters in public bathrooms

Phone kiosks

Posters in gyms

According to Marketing Consultant James M.Maskulka, Traditional media are effective inbuilding brands, but changes in

consumer lifestyles coupled with anincreasingly cluttered media envi-ronment and technological improvements inproducing outdoor designs, have collectivelyelevated the status of the outdoor medium tohelp build brands and sales as neverbefore.

Out of home is one of the most noticeableforms of advertising. According to the ArbitronIn-Car Study, 71 percent of travelers oftenlook at the messages on roadside billboardsand more than one-third (37%) reportlooking at an outdoor ad each ormost of the time they pass one.

Fifty-nine percent of travelers aged 18 or olderhave noticed a public bus, notincluding a school bus, in thepast week and 39 percent have noticed anadvertising message on a bus(that equals 66 percent of alltravelers who noticed a bus).

Nearly half of travelers noticed a busshelter in the past week and 21 percentof them noted an ad on it (that is 44percent of travelers who noticed a busshelter). Taxi cabs have been spotted by38 percent of travelers and 15 percent of them

noticed an ad message on it (or 39 percent oftravelers who noticed a taxi).

Out of home advertising viewers recall seeing awide range of actionable information,including stores and restaurants theylater visited, radio and TV programsthey were interested in, events theywanted to attend, or something funny

they shared with friends later that day.More than half of viewers aged 18 orolder have learned about an eventthey were interested in attending(58%), learned about a restaurant theylater visited (58%), or talked aboutsomething funny they saw (56%) on aroadside billboard. More than one-

20

[EFFECTIVENESS]For more information visit https://www.oaaa.org/marketingresources/research.aspx

According to the Posterscope Out of Home Consumer Survey, of all

tested forms of advertising, billboards are the second most notice-able to adults. Ads in movie theaters and in grocery stores perform

well also.

37%

39%

21%

0% 20% 40% 60% 80%

roadside billboard?"

public bus, not including a school

bus?"

bus shelter?"

37%

39%

21%

15%

0% 20% 40% 60% 80%

roadside billboard?"

public bus, not including a school

bus?"

bus shelter?"

taxi cab?"

"And did you also notice any advertising on any of those?"

At any time in the past week, have you noticed a...

% Adults Who Strongly/Somewhat Agree Ads Are Noticeable


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third of viewers have beenreminded to tune into a TV pro-gram (33%) or a radio station(44%); and more than one-quarterof viewers have noted a phonenumber (26%) or web site

address (28%) written on an outof home ad.

Out of home advertising alsodrives sales. Nearly three-quar-ters of billboard viewers shop ontheir way home from work; morethan two-thirds make their shop-ping decisions while in the car andmore than one-third make thedecision to stop at the store while

on their way home -- all timeswhen out of home advertising hasthe opportunity to be influential.

Nearly one-quarter of billboard viewers saythey were motivated to visit a particular storethat day because of an out of home ad mes-sage and nearly one-third visited a retailer theysaw on a billboard later that week. Half ofviewers reported receiving directional informa-tion from a billboard and one-quarter said theyimmediately visited a business because of an

out of home ad message.

[RESEARCHING OUT OF HOME

EFFECTIVENESS]Out of home advertising effectiveness can beevaluated using a number of different methodsfrequently employed by other media.

The most common methods for testing an indi-viduals memory of advertisements are recogni-tion and recall. The difference lies in cueing

material used to prompt memory. Recognitioninvolves a visual prompt of an advertisement,while recall involves a verbal description of thead.

When considering methodologies for testingout of home media effectiveness, visual recog-nition is preferred, as out of home is a visual

medium.

Variables for Testing

Key considerations for testing out of homemedia are: creative messages, campaign vari-ables, promotion components, and the overallmedia plan. There are several questions to con-sider when designing an out of home recogni-tion test.

Brand

What is the category position (growing,mature, declining)? What is the brands status in its category? Are there any seasonal factors? Is there any special positioning (e.g. price,image)? Is the product distributed regionally ornationally? What is the products distribution in the mar-ket(s) being considered for testing? What is the brand and category development

of the product in these markets?

Campaign

Is it new or continuing? Is the message consistent in all media orvariable? What are the key copy points and productbenefits? What are the campaign objectives (e.g.

56%

58%

50%

58%

26%

0% 20% 40% 60% 8

seen something funny that youtalked about with others?

learned about an event you were

interested in? learned about a store that you later

visited?

learned about a restaurant that youlater visited?

noted a phone number?

56%

58%

50%

58%

26%

28%

44%

33%

0% 20% 40% 60% 8

seen something funny that youtalked about with others?

learned about an event you were

interested in? learned about a store that you later

visited?

learned about a restaurant that youlater visited?

noted a phone number?

noted a website address?

learned about or been reminded tolisten to a radio station?

learned about or been reminded towatch a television program?

On a roadside billboard, have you ever...


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Planning for OOH Media

There have been thousands of successful out of home campaigns

some using the medium by itself, and others as part of anintegrated media mix. The following are a sampling of some ofthe best. For more case studies visit

https://www.oaaa.org/creativeresources/casestudies/

[SUCCESSSTORIES]


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[KRAFT STOVE TOP]Kraft Stove Top stuffing has been a classicAmerican comfort food for decades. The cam-paign challenge was to keep consumers lovefor Stove Top top-of-mind to drive sales volumeduring the key December sales period.

Objective:

When the temperature plunges in the cold win-ter months, there is nothing better than cominghome to the comfort and warmth of Stove Topstuffing. Although Stove Top is well-establishedas a part of holiday meals, Kraft needed theaverage consumer to view Stove Top as aviable everyday solution. The campaign neededto maximize a small budget and provide con-sumers with a daily reminder of their love for

Stove Top.

Strategy:

The strategy was to give consumers the giftof warmth on cold days and make Stove Topthe hero. To bring this idea to life, the mediaagency created the first ever heated bus shel-ter campaign, installing heating elements inbus shelters to give consumers a physicalreminder of the comfort Stove Top provides.

Plan Details:

Stove Top installed heaters in 10 bus sheltersin Chicago to bring consumers warmth duringthe cold winter. The heated bus shelters wereplaced in high-traffic commuter and shoppingareas, creating a winter oasis for pedestriantraffic while also providing brand visibility to

vehicular traffic. As consumers waited for thebus and thought of their dinner plans, theywere warmed in a shelter wrapped in Stove Top

messaging.

Kraft used sampling to further extend StoveTops gift of warmth, employing brand ambas-sadors to hand out new Stove Top Quick Cupsnear the heated bus shelters. The mediaagency also activated a national PR campaignto spread the news of what was happening inChicago, leveraging the value of launching thefirst ever ad-sponsored heated bus shelters todrive additional media exposure.

Results:

Stove Tops bus shelter campaign was pickedup by the New York Times, Fox BusinessNetwork,Advertising Age, and all majorChicago media outlets, resulting in over 37.2million media impressions. The campaign wasfeatured inAdvertising Ages Top Five CreativeList for the week of December 15 and washonored as one of the New York Times Bestof 2008 marketing programs.

The campaign was honored with a Bronze Lionin the 2009 Cannes Media Awards, the onlyUnited States campaign recognized in the Outof Home category.

The campaign also won the 2009 Local Out ofHome Media Plan Award.

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[UNITED STATES NAVY]In the spring of 2008, NAVYForMoms.com waslaunched as a socialnetworking websitedesigned to givemoms, dads, rela-tives, and friendswho have lovedones in the Navy aplace to gatheraccurate informa-tion, share stories,and gain support from theirpeers. In addition, the site is aninformation resource for parentsof young men and women consid-ering joining the Navy.

The website allows parents toshare what great things their chil-dren are doing in the US Navy.Members contribute to discussion forums,lending advice to each other and sharing theirstories, photos, and memorable moments.

Objective:

The overall objective in all markets was to pro-mote the NAVYForMoms website and to reachparents, especially moms, by using traditional

and nontraditional out of home media formats.

In two markets, there were secondary objec-tives. In New York, the campaign would cele-brate the Navys birthday on October 13th,Veterans Day and the return of the IntrepidMuseum.

In Oklahoma City, the campaign needed to pro-mote events related to Navy Week (June 12-

20, 2009).

Strategy:

In New York, the US Navy

employed domination efforts tohighlight notable events in

October and November2008. Oversized bul-letins in Times Squareposted a tease andreveal message to wishthe Navy a HappyBirthday, while streetteams at Grand CentralStation and theColumbus Day paradepromoted the websiteas well as the return ofthe Intrepid Museum.

In Oklahoma City, the US Navy organized anumber of promotional events and sponsor-ships in support of Navy Week, including streetteams, free rickshaw rides, and Navy Night atAT&T Ballpark.

Plan Details:

New England

Markets: Boston, Hartford, New Haven

Flight Dates: March - April 2008

Out of Home Formats Used: Building projec-tions, mobile projections, mall murals, mall pro-jection displays, transit station dominations,subway tunnel displays, street teams

New York City

Flight Dates: October - November 2008

Out of Home Formats Used: Bulletins, spectac-ulars, bus wraps, bus posters, transit shelters,transit station dominations, subway tunnel dis-plays, taxi staging events, street teams

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Dallas

Flight Dates: May 2009

Out of Home Formats Used: Wallscapes, buswraps, street kiosks, stadium signage,mallscapes and mall displays including interac-

tive in-window displays, amusement park domi-nation, street teams and events (i.e. Navy Dayat Arlington Ballpark on Memorial Day)

Oklahoma CityFlight Dates: June 2009

Out of Home Formats Used: Projection media,sidewalk stencils, water tower wrap, mall dis-plays including interactive in-window displays,rickshaws, water taxis, street teams andevents (i.e. Navy Week including Navy Night atAT&T Ballpark)

Results:

This campaign received lots of positive feed-back and results on the NAVYForMoms web-site, post-campaign research and media publi-cations. In its first year the website reachednearly 20,000 members. As of May 2009, thepercentage of the site traffic referred via typ-ing in the URL directly increased to 32 percent,a sign that in-market advertising was being

remembered.

After the completion of the New England cam-paign, moms favorable to enlistment increasedby 25 percent and the landmark lightings in theNew England markets received television andnewspaper coverage. After the New York Citycampaign, interest in visiting the website morethan doubled among moms, from 8 percent to18 percent. Midway through the OklahomaCity campaign, the earned media coverageresults were as follows: 585 hits across 59

print, 11 TV, 258 radio, and 288 online outlets.

This campaign won the 2009 National Out ofHome Media Plan Award.

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[CARNIVAL CRUISE LINES]Carnival Cruise Lines has passengers from allover the United States. But given the economyand the aggravation associated with airlinetravel (fewer or fullerflights, higher prices,extra fees, etc.),Carnival decided to sailfrom more regional portsaround the US, expand-ing to 14 ports includingBaltimore. This movemade Carnival cruisesaccessible to more peo-ple without having todeal with the hassle of airline travel. The com-pany capitalized on this strategic advantage by

developing a media plan that would focus onmarkets in relative proximity to each of thesedeparture ports. Out of home was the back-bone of this plan.

Objective:

Carnivals single largest bottleneck in the pur-chase funnel was its brand perception. Theagency hypothesized that if Carnival couldshake things up for consumers and allow themto feel the kind of real, honest, Fun for Allthat people experience on Carnival, theyd not

only be able to move the needle on considera-tion, theyd move the sales needle too.

The agency identified a target group of con-sumers dubbed the Spirited. The Spiritedthrive in large social situations and love tomeet new people. With the Spirited in mind,

the campaign developed into a holistic planthat could launch a new brand identity with dig-ital video, cinema, television, out of home, andevents while still allowing flexibility to tactically

support national salesinitiatives, drive online

bookings, and strategi-cally support majordrive-to-port markets toreinforce the value andconvenience of aCarnival cruise.

Strategy:

The overall strategy forout of home was to gen-

erate strong, marketwide impact with high-pro-file placements and create interplay with othermedia channels for a deeper surround effect.Out of home placements were located whereconsumers are most receptive to Carnivalsmessage. Each market had a unique footprintfrom the demographic, social, and economicperspective which the media placements need-ed to reflect.

The campaign launched by turning the produc-tion of two TV spots into local market events.The Fun Crowd Events took place in Dallas

and Philadelphia where Carnival set twoGuinness World Records in two weeks onefor the worlds largest beach ball, the other forthe worlds largest piata. To drive traffic tothe events, each market had dominant one-week media blitzes through a mix of mediaincluding digital bulletins and street teams.Thousands of people showed up at the eventswhere they had the opportunity to be part ofthe filming of the Carnival commercials, as wellas enjoy food, refreshments, a karaoke funbooth, and a line-up of entertainers from

Carnival ships.

The second phase of the campaign was inject-ing fun in places not typically fun: a taxi cab,the train station, a traffic jam, etc. An 11 mar-ket out of home campaign blanketed the drive-to-port markets, incorporating six digital bul-letin networks to offer messaging flexibility;

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three Amtrak terminal dominations inPhiladelphia, Baltimore, and Washington, DC;digital video and storefront displays; and thelargest billboard ever posted in Baltimore. Thecampaign also included a national cinema pres-ence where the completed Fun Crowd TVspots premiered.

Train station dominations included a giantTwister Mat and a custom-made kiosk with aspinner. Six of the markets featured Carnival

Interactive Aquariums in vacant storefronts,allowing pedestrians to not only physicallyinteract with the cartoon sealife, but also dialin to create their own personalized fish by mak-ing different noises in their phones (and provid-ing data for follow-up marketing). Once creat-ed, the new fish could be navigated throughthe tank by the users phone keypads.

Carnival also introduced Towel AnimalTheater video on taxi screens. A signature ofCarnival cruises are the towel animals the

cabin stewards create every evening. TowelAnimal Theater tapped into this quirk througha series of 15 second towel animal conversa-tions that take place while guests are awayfrom their rooms. The initiative became aninstant social media success, with the Swansvideo delivering over 3 million hits on YouTubealone.

Plan Details:

Markets: Austin, Baltimore, Dallas, Houston,Las Vegas, Los Angeles, New York City,Philadelphia, San Antonio, San Diego,Washington DC

Flight Dates: December 2008 - April 2009

Out of Home Formats Used: Traditional bul-letins, digital bulletins, transit/street kiosks,station dominations, taxi TV, storefront dis-plays, cinema spots (national), Fun CrowdEvents

Results:

Carnival Cruise Lines attracted thousands ofparticipants to the Fun Crowd Events andtapped into the viral nature of digital video,generating significant buzz about the company.The cruise line recorded the highest number ofweekly bookings in company history just afterthe campaign launched, despite a saggingeconomy and overall travel industry slump.

The campaign won a 2009 Gold Out of HomeMedia Plan Award.

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[DENVER ZOO]Denver Zoo is an internationally respectedleader in animal care and exhibition, conserva-tion programs, scientific study, environmentaleducation, and public service. Its mission is toprovide wildlife conservancy thatoffers high-quality experiences inan urban recre-ational setting.

However,entering into2007, the zoowas experienc-ing decliningattendance andneeded to find

ways to rebound back to targetlevels. The challenge was to notonly effectively reach the tradi-tional moms and kids target inthe Denver market, but keycommunity influencers as well.As a result, the media strategywas largely based on connect-ing with these audience seg-ments at the most relevanttouch points during their dailyroutines. Lifestyle and leisure activity triggerpoints served as a compass for media selec-tion.

Historically, other media such as TV, radio, andprint served as the foundation to create highvisibility. However, in 2007, a new media-mixstrategy also integrated grassroots tactics tocreate stronger awareness and recall by inter-acting and educating on a more intimate level.These tactics were focused around out of homelocations that were fun and educational to

heighten relevance with the target, whilebreaking through clutter with unique creativeplacements.

Objective:

The advertising objective was to communicatethat every visit to the Denver Zoo promises afun educational experience and helps DenverZoo in its worldwide wildlife preservation

efforts. Specific marketing objectives were toincrease attendance to 1.4 million visitors andraise awareness of preservation and fundrais-ing efforts with key influencers and communityleaders.

Strategy:Zoo awarenesswas already at rel-atively high levelsin the DenverMetro, so thecampaign neededto engage poten-tial visitors at keyinterception pointswhen moms andkids were in themindset of explor-

ing family activities in order to motivatespontaneous visits. To effectively reachthe influencer target, the agency iden-tified their relevant lifestyle/behavioralcharacteristics such as serving onboards and committees, engaging infundraising, constantly learning, andbeing socially responsible and concernedabout the environment.

The plan integrated grassroots out of hometactics, in addition to other media to createstronger awareness and recall. High-profile outof home and non-traditional media were usedto showcase the Denver Zoos campaign andhone in on areas with high concentrations ofparents and children.

Plan Details:

The plan was focused in the greater Denvermetro area and was scheduled from Junethrough December 2007. Various tactics includ-

ed:

Traditional bulletin signage (14 x 48), kingand queen-sized bus posters as well as curb-side posters on bus shelters.

Downtown window signage was used as partof the Downtown Denver BID programs

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[ADIDAS NBA ALL STAR GAME]adidas had just completed negotiations to bean official NBA sponsor for the next 11 years.In addition, the Las Vegas market is home to aproprietary adidas store on the famous LasVegas Strip.

Objective:

The campaigns primary goal was to announceand promote adidas partnership with the NBA.adidas also needed to drive traffic and salesamong NBA All-Star Game attendees to theadidas sports performance store on Las VegasBoulevard.

Strategy:

The key venues where NBA activity was occur-ring and where fans were likely to congregate

all fell within a compact area of less than twomiles. The plethora of available out of homemedia in this space allowed for an out of homedomination. adidas used attention-grabbinglarge scale graphics in combination with highfrequency street level media. The intent was totarget NBA All-Star Game participants, atten-dees, and fans from the moment they enteredthe city of Las Vegas throughout the weekend.

Plan Details:

Flight Dates: February 15th February 22nd2007. The NBA All-Star Game occurred onFebruary 22, 2007.

Market: Las Vegas, NV

Out of Home Formats Used:

Large wallscapes on the Luxor, MGM Grand,and Ballys Hotel, custom-made, oversized adi-das jerseys draped on Lady Liberty Statue(outside New York New York) and MGM Lion,vertical banners in airport baggage claim, taxitops (both static and digital) on one-third ofexisting taxi inventory (over 700 tops), digitalads outside of, and mall kiosks within FashionShow Mall, digital and static signage on MGM

exteriors and within hotel, 29 digital and staticbulletins within the target zone, two mobile bill-boards, and video projections on strategic loca-tions.

Results:

We own the city, you see it everywhere. Itsfantastic. Erich Stamminger, President and CEO ofadidas

adidas saw an unprecedented 250 percent

jump in single day global sales. Sales exceededall previous consecutive five-day records, and75 national media outlets carried coverage ofor used adidas out of home assets in their cov-erage.

The campaign won the 2008 National Out ofHome Media Plan Award.

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[WESTIN HOTELS & RESORTS]While Westin is a global brand with 152 hotelsand resorts around the world, it has a signifi-cantly smaller footprint compared to its keycompetitors Hilton, Marriott,and Hyatt. Westinhas been histori-cally outspent byas much as three-to-one by its com-petitors.

Objective:

Westin needed astrategy thatwould outsmart the category

leadership and communicateWestins unique hotel experi-ence to upscale business travel-ers. The goals of the campaignwould be to help the brandmaintain a premium position,while increasing brand aware-ness and other key brand healthmeasures.

Strategy:

Preliminary research indicated Westin con-

sumers are driven to succeed in their profes-sional and personal lives, seeking to create andmaintain a balanced life. As heavy businesstravelers, this balance is disrupted by thechaotic and de-humanizing travel experience.Westins strategy was to be an oasis of calm ina sea of chaos placing its calming renewalmessage in high-stress environments.

Plan Details:

Westin transformed the countrys most chaotictransportation hubs (and the companys top

five feeder markets) into places of renewal todemonstrate how Westin hotels can transformtravelers hectic lives into a rejuvenating expe-rience. Using unconventional out of home units,the company transformed the mundane com-mute into an unexpected oasis.

The out of home campaign employed over 270

different executions and 2,754 media place-ments. Bulletins along major commuter routesallowed for 3D executions of Westins calmingmessage. Airport dominations across five key

markets helped travelers relaxin the rushed airport environ-

ment. Subway station domina-tions, sub-media, and lenticu-lars were used in train and sub-way stations to blanket thechaotic space with serenenature and vacation images.Some unique executions includ-

ed full-train wraps inGrand Central sta-tion and a live zengarden in the center

of San Franciscosbusiness district.

Results:

In 2007, Westinincreased revenueper available roomby 9 percent, while

maintaining its premium positioning. The com-pany achieved its highest average daily rate inbrand history ($189/night), an increase of 7percent over the previous year. A post-cam-

paign study also showed significant lift amongconsumers who were aware of the advertisingin top-of-mind awareness (+15%). Theresearch also showed increases in core brandhealth metrics in key markets: a relaxing placeto stay (+9%), a renewing place (+8%), anda place where guests can reach their fullpotential (+8%).

This campaign won a 2008 Gold Out of HomeMedia Plan Award.

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[BLUE CROSS BLUE SHIELD]BlueCross BlueShield of Tennessee (BCBST)is the states largest health insurance providerwith market share that approaches 50 percent.In recent years the company has been forcedto address significant new competition, drasticchanges in Medicare programs, deterioration ofTennCare (a state-sponsored health insuranceinitiative with which BCBST was associated),escalating health care costs, and similar issuesthat challenged perception of the brands lead-ership position.

These factors, along with the changing natureof healthcare and health insurance provided anopportunity for BCBST to adjust its positioningnot only to maintain loyalty, but to also be per-

ceived as the leader of positive change inheath care throughout the state. The companystrategically moved from just health insur-ance to a better health and better lifeprovider.

After two years of in-depth research,BlueCross BlueShield of Tennessee was readyto unveil a new brand positioning, Plans forbetter health. Plans for a better life. to allmajor constituents across the state ofTennessee.

Objective:

Leading the way to better health for BC

Documents

Planning for OOH Media