April 19, 2024

Media Decoder: WNET’s New Advertising Campaign Uses Reality TV as a Punchline

WNET, the PBS station in New York that broadcasts on Channel 13, is to begin an advertising campaign on Monday composed of posters in about 185 subway stations and Twitter feeds. The goal of the campaign, with a budget estimated at $45,000, is to encourage people to join WNET as it celebrates its 50th anniversary.

Rather than making a typical point — that WNET’s shows like “Live From Lincoln Center,” “Masterpiece” and “Sesame Street” are far superior to reality fare — the posters take a cheeky tack by promoting five reality series that do not exist: “Bad Bad Bagboys,” “Bayou Eskimos,” “The Dillionaire,” “Knitting Wars” and “Married to a Mime.”

The make-believe shows are billed as being on make-believe channels like Insight and Arts, The Know Channel and Wonder Network — names that evoke the channels that lace their schedules with reality fare, among them AE, once Arts Entertainment; Discovery; and TLC, formerly The Learning Channel.

The payoff comes on the right side of the posters, which point to the fake advertisements and declare: “The fact you thought this was a real show says a lot about the state of TV. Support quality programming. Join us at thirteen.org.”

The intent is to present WNET as “an island in a sea of madness,” said Kellie Specter, senior director for communications and marketing at WNET.

The campaign was created by the New York office of CHI Partners, part of WPP, which has been working for WNET since September on a pro bono basis.

WNET’s pledge drives “talk to people who are already watching,” said Victoria Davies, managing director of CHI Partners New York. “We wanted to do something outside the channel, something people would enjoy, rather than something aggressive.”

The hope is that passers-by will “look twice” at the posters, she added, in the belief that “all these shows could be shows.”

The Twitter element of the campaign will involve posts from the fake stars of the fake shows: @RonPickles from “The Dillionaire”; @KnitterDaisy from “Knitting Wars”; and @StanTheMime and @MimeWife of “Married to a Mime.”

WNET has about 180,000 members, Ms. Specter said, and the anniversary goal is 50,000 new members. “CHI helped us come up with the goal and is helping us reach the goal,” she added. “We’ve over 31,000 new members since September.”

Article source: http://www.nytimes.com/2013/05/27/business/media/wnets-new-advertising-campaign-uses-reality-tv-as-a-punchline.html?partner=rss&emc=rss

Media Decoder: NBCUniversal Plans an ‘Upfront’ for Its Digital Properties

Remember how the Florida citrus growers ran commercials asserting that orange juice was not just for breakfast anymore? The NBCUniversal division of Comcast, in its seemingly continuous efforts to convince Madison Avenue that it is not just about the problematic NBC television network anymore, plans to share an ambitious slate of digital initiatives with advertisers and agencies on Wednesday evening.

The lengthy list of initiatives will be discussed by NBCUniversal executives at a presentation-cum-party devoted solely to the division’s digital and online content. It is being billed as a “Digital. Amplified” event, echoing a new trade advertising campaign to promote NBCUniversal that carries the theme “Content. Consumers. Collaboration. Amplified.”

There is expected to be some discussion at the event of programming on the NBC television network, but only in synergistic instances like “The Million Dollar Quiz,” a show scheduled for the 2013-14 broadcast season that will recruit contestants for television through an online competition; the game will also allow viewers at home to play along with the live TV broadcast.

The digital-centric event is being held five days before the annual Digital Content NewFronts, a week of presentations under the aegis of the Interactive Advertising Bureau that are devoted to online media. NBCUniversal took part last year, but this time executives decided to hold its own event before the digital upfront week.

“I don’t think the decision was to not do something,” Scott Schiller, executive vice president for digital ad sales at NBCUniversal, said in a phone interview on Tuesday. Rather, he said, the idea was to have a stand-alone event to highlight how “NBCU has long been a proponent of digital.”

“We are a true multiplatform company,” Mr. Schiller said, “and digital is part of everything we do.” For instance, he cited the numerous descriptions of digital initiatives at the upfront presentation made Monday night by the E! cable channel, which is part of NBCUniversal.

Speaking of E!, the NBCUniversal executives plan to describe at the digital upfront event how viewers of “The Wanted Life” — a new series on the channel, which will follow the lives of the boy band known as the Wanted — will be able to take advantage of interactive video chats with the band members while episodes of the show air. The chats are expected to take place on the channel’s Web site, eonline.com. (Whether all five members of the Wanted will take part in the chats is unknown at this time; one, Nathan Sykes, is recovering from vocal cord surgery and did not perform with his band mates at the E! upfront event.)

Here is a look at some of the other initiatives to be described during the NBCU digital event on Wednesday:

Fandango.com, the movie ticket Web site, will introduce in the summer an online feature, Family Room, that is to serve as a one-stop hub for families interested in going to the movies together. Content will include video clips featuring the new chief correspondent of Fandango, Dave Karger.

DailyCandy.com, the Web site with food, fashion and other content aimed at younger women, will host a fashion and film festival in New York in the fall and invite fans of the site to submit films online.

• Telemundo, the Spanish language network that is part of NBCUniversal, will become the first Hispanic partner in the United States for Zeebox, the application for smartphones and tablets that is meant to complement viewership of TV shows in social media like Facebook and Twitter. (NBCUniversal is a partner of Zeebox in this country with the HBO division of Time Warner and Comcast.)

Article source: http://www.nytimes.com/2013/04/25/business/media/nbcuniversal-plans-an-upfront-for-its-digital-properties.html?partner=rss&emc=rss

DealBook: Rescued by a Bailout, A.I.G. May Sue Its Savior

An American International Group office building in New York in 2008.Mark Lennihan/Associated PressAn American International Group office building in New York in 2008.

Fresh from paying back a $182 billion bailout, the American International Group has been running a nationwide advertising campaign with the tagline “Thank you America.”

Behind the scenes, the restored insurance company is weighing whether to tell the government agencies that rescued it during the financial crisis: thanks, but you cheated our shareholders.

The board of A.I.G. will meet on Wednesday to consider joining a $25 billion shareholder lawsuit against the government, court records show. The lawsuit does not argue that government help was not needed. It contends that the onerous nature of the rescue — the taking of what became a 92 percent stake in the company, the deal’s high interest rates and the funneling of billions to the insurer’s Wall Street clients — deprived shareholders of tens of billions of dollars and violated the Fifth Amendment, which prohibits the taking of private property for “public use, without just compensation.”

Maurice R. Greenberg, A.I.G.’s former chief executive, who remains a major investor in the company, filed the lawsuit in 2011 on behalf of fellow shareholders. He has since urged A.I.G. to join the case, a move that could nudge the government into settlement talks.

The choice is not a simple one for the insurer. Its board members, most of whom joined after the bailout, owe a duty to shareholders to consider the lawsuit. If the board does not give careful consideration to the case, Mr. Greenberg could challenge its decision to abstain.

Should Mr. Greenberg snare a major settlement without A.I.G., the company could face additional lawsuits from other shareholders. Suing the government would not only placate the 87-year-old former chief, but would put A.I.G. in line for a potential payout.

Yet such a move would almost certainly be widely seen as an audacious display of ingratitude. The action would also threaten to inflame tensions in Washington, where the company has become a byword for excessive risk-taking on Wall Street.

Some government officials are already upset with the company for even seriously entertaining the lawsuit, people briefed on the matter said. The people, who spoke on the condition of anonymity, noted that without the bailout, A.I.G. shareholders would have fared far worse in bankruptcy.

“On the one hand, from a corporate governance perspective, it appears they’re being extra cautious and careful,” said Frank Partnoy, a former banker who is now a professor of law and finance at the University of San Diego School of Law. “On the other hand, it’s a slap in the face to the taxpayer and the government.”

For its part, A.I.G. has seized on the significance and complexity of the case, which is filed in both New York and Washington. A federal judge in New York dismissed the case, while the Washington court allowed it to proceed.

“The A.I.G. board of directors takes its fiduciary duties and business judgment responsibilities seriously,” said a spokesman, Jon Diat.

On Wednesday, the case will command the spotlight for several hours at A.I.G.’s Lower Manhattan headquarters.

Mr. Greenberg’s company, Starr International, will begin with a 45-minute presentation to the board, according to people briefed on the matter. Mr. Greenberg is expected to attend, they added.

It will be an unusual homecoming of sorts for Mr. Greenberg, who ran A.I.G. for nearly four decades until resigning amid investigations into an accounting scandal in 2005. For some years after his abrupt departure, there was bitterness and litigation between the company and its former chief.

After the Starr briefing on Wednesday, lawyers for the Treasury Department and the Federal Reserve Bank of New York — the architects of the bailout and defendants in the cases — will make their presentations. Each side will have a few minutes to rebut.

While the discussions are part of an already scheduled board meeting, securities lawyers say it is rare for an entire board to meet on a single piece of litigation.

“It makes eminent good sense in this case, but I’ve never heard of this kind of situation,” said Henry Hu, a former regulator who is now a professor at the University of Texas School of Law in Austin.

It is unclear whether the directors are leaning toward joining the case. The board said in a court filing that it would probably decide by the end of January.

Until now, the insurance giant has sat on the sidelines. But its delay in making a decision, some officials say, has drawn out the case, forcing the government to pay significant legal costs.

The presentations on Wednesday come on top of hundreds of pages of submissions that the government prepared last year, a time-consuming and costly process. The Justice Department, which assigned about a dozen lawyers to the case and hired outside experts, told a judge handling the matter that Starr was seeking 16 million pages in documents from the government.

“How many?” the startled judge, Thomas C. Wheeler, asked, according to a transcript.

Struck just days after the collapse of Lehman Brothers in September 2008, the bailout of A.I.G. proved to be among the biggest and thorniest of the financial crisis rescues. The company was on the brink of collapse because of deteriorating mortgage securities that it had insured through credit-default swaps.

Starting in 2010, the insurer embarked on a series of moves aimed at repaying its taxpayer-financed bailout, including selling major divisions. It also held a number of stock offerings for the government to reduce its stake, which eventually generated a roughly $22 billion profit.

Overseeing that comeback was a new chief executive, Robert H. Benmosche, a tough-talking longtime insurance executive. Mr. Benmosche has won plaudits, including from government officials, for his managing of A.I.G.’s public relations even as he helped nurse the company back to financial health.

But he and the rest of A.I.G.’s board must now confront an equally pugnacious predecessor in Mr. Greenberg.

In the case against the government, Mr. Greenberg, through his lead lawyer, David Boies, contends that the bailout plan extracted a “punitive” interest rate of more than 14 percent. The government’s huge stake in the company also diluted the holdings of existing shareholders like Starr, which at the time was A.I.G.’s largest investor.

“The government has been saying, ‘We’re your friend, we owned and controlled you and we let you go.’ But A.I.G. doesn’t owe loyalty to the government,” a person close to Mr. Greenberg said. “It owes loyalty to its shareholders.”

The government, Starr argues, used billions of dollars from A.I.G. to settle credit-default swaps the insurer had with banks like Goldman Sachs. The deal, according to the lawsuit, empowered the government to carry out a “backdoor bailout” of Wall Street.

Starr argued that the actions violated the Fifth Amendment. “The government is not empowered to trample shareholder and property rights even in the midst of a financial emergency,” the Starr complaint says.

The Treasury Department declined to comment. A spokesman for the Federal Reserve Bank of New York, Jack Gutt, said, “There is no merit to these allegations.” He noted that “A.I.G.’s board of directors had an alternative choice to borrowing from the Federal Reserve, and that choice was bankruptcy.”

A federal judge in Manhattan agreed, dismissing the case in November. In an 89-page opinion, Judge Paul A. Engelmayer wrote that while Starr’s complaint “paints a portrait of government treachery worthy of an Oliver Stone movie,” the company “voluntarily accepted the hard terms offered by the one and only rescuer that stood between it and imminent bankruptcy.”

The United States Court of Appeals for the Second Circuit recently agreed to review the case on an expedited timeline. The judge in the United States Court of Federal Claims in Washington, meanwhile, has declined to dismiss the case and continues to await A.I.G.’s decision.

Article source: http://dealbook.nytimes.com/2013/01/07/rescued-by-a-bailout-a-i-g-may-sue-its-savior/?partner=rss&emc=rss

Advertising: A Foot Care Company Shifts to Sell a New Line of Shoes

While that shoe may be elusive, that has not stopped shoe manufacturers from trying to create it. One of those is Dr. Scholl’s, better known for foot care items like wart remover, moleskin and orthotics.

In an effort to reimagine Dr. Scholl’s as a shoe brand and expand its reach, Dr. Scholl’s Shoes, the shoe division of Dr. Scholl’s, which is licensed by the Brown Shoe Company under Merck Consumer Care, has started an advertising campaign to promote its new line of about 80 shoe designs for women and men. The shoes include boots, sneakers and even an updated version of its Original Exercise Sandal, now with a lighter heel made of plastic instead of wood. The shoes cost $50 to $90.

“What really distinguishes us is that this brand has over a 100-year heritage of making products that are good for our customers’ feet,” said Maureen McCann, the vice president of wholesale marketing at Brown Shoe.

To help create the campaign strategy, the company conducted market research and found that while people were familiar with the brand — more than 90 percent said they knew and had an “emotional connection” to the Original Exercise Sandal — many people did not know that Dr. Scholl’s made other types of shoes.

“Insights from our consumer research told us that we needed to reinforce the footwear element of the brand,” Ms. McCann said in an e-mail. To do that, they added the word “shoes” to the brand name and began changing to the new name this spring.

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But altering the Dr. Scholl’s message will be tricky, said Robert Passikoff, the president of Brand Keys in New York, a brand and customer-loyalty consulting company.

“A good market opportunity is not necessarily a good brand opportunity.” Mr. Passikoff said. Consumers will have to be receptive to seeing Dr. Scholl’s as a shoe brand instead of a foot care brand.

While the exercise sandal has made media appearances over the years, most notably in an Isaac Mizrahi runway show in 1993, on “Sex and the City” in 2002 and on “The Martha Stewart Show” in 2007, “If you asked 100 people about Dr. Scholl’s, what they’re going to do is talk to you about foot care and orthotics,” Mr. Passikoff said. “It comes back to what are people willing to believe about the brand.”

Perhaps the biggest move the company is making is opening retail stores. In October, Dr. Scholl’s Shoes will open stores in Las Vegas; San Marcos, Tex.; and Tampa, Fla.

“These are also tourist destinations,” Ms. McCann said. “We feel like reaching consumers when they are on vacation and out shopping.”

New retail partners for the brand include Lord Taylor, Macys.com, Piperlime and, perhaps most surprisingly, Urban Outfitters. Part of the retail strategy is also to get independent shoe stores to carry Dr. Scholl’s Shoes, Ms. McCann said, adding that the brand had opened 150 new accounts with shoe retailers in the last six months. “We feel like it’s a great place to get the Dr. Scholl’s message out there.”

The campaign also includes a new Web site where users can learn about the new products and buy shoes directly. A Facebook page for the brand now has nearly 11,500 fans, and the company has begun placing codes that take users to the Web site on its ads and on the tags that hang from shoes on display in stores.

Dr. Scholl’s also introduced new technologies to their shoes, using things like memory foam and gel insoles to absorb pressure on the feet. As part of a new packaging design, a series of 19 icons will highlight the shoes’ features, like whether they are waterproof, water resistant or “moisture wicking.”

Ms. McCall said the company had increased spending on advertising over the last year but declined to say by how much. According to Kantar Media, part of the WPP Group, Dr. Scholl’s spent $278,000 on marketing efforts for products not related to food care in 2009 and $3.3 million in 2010.

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Dr. Scholl’s Shoes worked with the independent agency Kiku Obata Company on the campaign. “We wanted to create imagery that really tells a story and suggests that life is made to play in the city and in the outdoors,” said Ms. Obata. Most of the ads were shot in San Francisco because it has both an urban and outdoorsy feel, she said. Some of the ads feature models sitting on rocks at the beach or hiking, while others show them standing in front of shops with a ’50s and ’60s retro look.

“It’s this sense of relaxed fashion that Dr. Scholl’s customers live on,” Ms. Obata said. The agency shot a variety of ads for consumer and trade publications including InStyle, Shape and Footwear News.

“Customers really wanted shoes that just take them anywhere,” Ms. Obata said. “They are unwilling to sacrifice fashion or comfort.”

Article source: http://feeds.nytimes.com/click.phdo?i=105f0ee68a5ad586077a646773e8c75f