Adam Kleinberg recently wrote on AdAge.com about the phenomenon of in-house creative teams. Mr. Kleinberg starts his piece by talking about digital media buys, which force advertisers to create hundreds to thousands of deliverables, many of which are simple resizes of a piece of key creative art.
Of course companies are finding it difficult to rationalize paying agencies $2000 for banner ad resizes (Mr. Kleinberg’s example) when a freelancer designer right out of college can do the same for a day rate of a few hundred big ones. So they are starting to build their own teams. However, Kleinberg comes to the conclusion that the ideal situation might be that in-house teams work in conjunction with agencies.
Kleinberg’s assertion makes sense. After all, building an in-house creative team isn’t simple and certainly involves some investment. Therefore, it doesn’t always make sense strategically for companies, especially ones that might not be in the media or creative industries, to go into the creative production business.
One of the main functions of a project manager is to act as a medium between the project sponsor (whether this is a client or internal executive) and the project team. The PM should act as the glue that holds together thewhy of the project and the how.
An understanding of both sides of the coin will allow the PM to make recommendations that best serve all parties and give all stakeholders confidence that their interests are being represented during each detailed stage of a project.
Managing creative projects offers unique challenges. Because the creative process is so fluid, project managers rarely have a clear-cut and sustainable project plan to work from. Changes in every aspect of the project are inevitable, and therefore it is essential that the project manager efficiently and effectively keeps all stakeholders up-to-date. For this reason, a successful creative endeavor must have a capable and communicative project manager at its center. A good project manager will make it her business to know everything about a project and will quickly distribute information appropriately. Continue reading →
In this week’s Bloomberg Business Week, Ben Wasserstein writes about the business behind Breaking Bad. There are lessons about leadership, management, negotiation, handling power and especially strategy.
After a few weeks of seeing negative promos and big red lower-thirds on my TV while watching Under the Dome, Time Warner finally pulled the plug on CBS and its affiliate Showtime in three major markets today. I live in Cablevision-land so I haven’t been affected but have definitely experienced similar situations as the Dolans went head-to-head with Viacom (and others). These disputes are becoming more and more common in all markets.
Now, while this is a bit off-point for this blog, the questions these conflicts raise (over retransmission fees as the industry calls them) are critical to the business models of both cable and network TV. I wrote a paper about the subject while getting my MBA and wanted to comment.
Consumers are angry with their cable providers: their monthly bills keep increasing and they don’t feel like they are getting added value for that money. Without understanding the economics behind bundled pricing, which the entire cable fee structure is built around, consumers are praying for a la carte programming. Why can’t every channel be like HBO? Well, it’s not that simple. My 2010 research into studies done by the General Accounting Office (GAO) showed that a la carte could very easily drive cable fees even higher while at the same time limit consumer choice. Continue reading →
After a session at PromaxBDA got changed from one about project management to one about producing, I began to wonder what others thought about the role of project manager vis a vis producer in the advertising/promo business.
A few months ago, in the spring, I got an email from PromaxBDA (“The international association for entertainment and marketing professionals.”) that listed a few of the “Boot Camp” sessions for the 2013 conference. One of them was about Project Management, which, as a PMP who happens to work in broadcast and network promotion, excited me tremendously. Rarely is the project management side of the business acknowledged by the “industry.” The production folks rarely get any credit or acknowledgement. We’re always lost in favor of the awe-inspiring creative of that year.
So the Project Management panel was at the top of my list for Promax 2013. However, once I got to the conference, I discovered that the name of the session was changed to one about Producing. I checked out the session regardless, and it seemed to me that the basics of what they were talking about regarding producing bore a striking resemblance to project management, Gantt chart and all. Continue reading →