Sponsor (Oct-Dec 1964)

network kid programs and daytime generally is the beverage market. Includes Koolaid, Fizzics, High C, Hawaiian Punch, the Canada Dry fruit drink line. Welch's Grape Juice is about to join them. Purolator's harvest from spot tv Spot tv can point to Purolator Products, Inc., as one of its most recent success stories. For the first six months of 1964 Purolator spent $776,500 in the medium, which was more than twice ($333,210) the spot outlay for the entire year of 1963. The payoff is reflected in these figures: for the first nine of 1964 Purolator reported sales of $48,541,531, as compared to $45,033,603 during the like span of 1963. This $3.5 million difference in sales represented an additional net profit of $1 million for the oil filter manufacturer. The account's at J. Walter Thompson. Radio for bank's name buildup Rather offbeat for bank advertising and a compliment to radio: the schedule that the United National Bank of Miami is now running. The bank won't open for three months, but in the meantime there'll be commercials daily to plant the bank's name in the listener's memory. The usual practice in advertising bank openings is to start the campaign two or three weeks in advance. Do ratings make the image? Another myth about the business that might be laid to rest is that each tv network, from the viewpoint of advertisers and agency, has its own distinct image. That credo went out of fashion, you might say, with the preachment of sponsor identification. If there's any image that the general run of buyer is inclined to give special consideration it is the rating dominance of the network. The sophisticated buyer knows that if the rating of a program is high enough his audience will include every one of the five quintiles. In other words a rating, say, of 30 will spread-eagle practically every segment of the demographic spectrum. Scan the sponsor lists of the current season's nighttime network schedules and you'll find the same product classifications on each of the networks. With rare exception, efficiency (cost-per-thousand) is the keynote that sets the power budgets gravitating to one network or another. That even appMcs to the cultural and public service specials. To cite the latest case in point: 3M has just committed itself for six such specials on ABC-TV, via BBDO, at an expenditure of $2.5 million. Had the rating picture not veered so strongly in ABC-TV's direction, the favored recipient of the plum could have been CBS-TV or NBC-TV. ASCAP issue: in-store displays ASCAP and the Bartel group's WADO New York are engaged in a dispute that should interest other broadcasters. The issue: is ASCAP entitled to a fee on spots traded with a supermarket for the privilege of placing an in-store display of goods advertised on the same station? Bartel's contention: by insisting on collecting for the spots given the supermarket as well as those bought by the displayed goods' advertiser, ASCAP is practicing "double taxation." ASCAP's rejoinder: the spots granted the supermarket are an open consideration for the use of the store's facilities and therefore constitute a separate transaction for time. ASCAP asks that it be paid an added fee based on the cardrate value of the spots allocated to the supermarket. The station further argues that it has gained nothing material, for itself, in the exchange. ASCAP counterposes: in principle, the station has gain something for itself, in that the in-store display, whether explicit or implicit, was an inducement to the goods' manufacturer in his purchase of time. Media directors like their jobs Timebuyers may do an inordinate amount of job hopping but, in contrast, their media director bosses are a pretty stable lot. At least in the top 25 agencies, the rate of turnover among media directors, over the past four years, can be counted on less than the fingers of one hand. Of the four changes, which didn't involve promotions or splitting of authority, the two notable ones took CONTINUED ON NEXT PAGE |Nevember 9, 1964 23