Broadcasting Telecasting (Jan-Mar 1956)

can perform the job. He said that although an agency thus set up loses much in specialization, the all-media buying department lends itself to better strategic planning and a "far more desirable approach in servicing the clients." Viewing the argument for specialization in buying time, Mr. MacDonald asked: "Where do you stop?" "Why not go further?" he said, suggesting that perhaps buying logically then would be broken down in print media to specialist handling business publications, farm publications, etc., with no end to a breakdown in functions. In explaining how it takes size and money to effect the all-media buying structure, Mr. MacDonald revealed that Y&R has a 167-man media department, which aside from the top media director and his assistant, includes seven associate directors, 26 buyers, 26 assistant buyers and various "service groups" including statistical, estimating, contract section, typing and files or library section. In addition, he said, the media department can draw upon a 150-man research department in New York, and a radio-tv department (handling programming and talent) staffed by more than 100. Mr. MacDonald noted that a direct benefit from the four-year old changeover from timebuying specialist to all-media buying was to relieve the buyer immediately from a heavy workload, for instead of handling some eight accounts, he now handled perhaps three or four. But, he emphasized, where formerly the buyer had to know something about all eight accounts, with the current Y&R system, his need for exhaustive knowledge was cut by more than half. Y&R, in going ahead with the all-media buying system, at first pre-tested it with two of its large accounts, Bordens and General Electric. The result indicated success, Mr. MacDonald said, and the system was instituted. Mr. MacDonald said that the question was not whether the all-media system was "wise or needed" but rather on what level it should be instituted. "Someone," he said, must function at media planning, at overall media strategy. At Y&R, he said, the level was put at the timebuyer. By creating all-media buyers, an agency puts these people into a better position to check or challenge the thinking of the department's associate directors, he said. In addition to bringing the buyer into strategy and marketing planning, the all-media system has the advantages of making for a "more rounded approach" by buyers as well as drawing upon the value of service units in cutting down the time ordinarily consumed by the buyer. In a question and answer period that followed, both Messrs. Pardoll and MacDonald said that at both agencies a "group effort" was responsible for overall media planning and actual budgeting for a given campaign. Moderator at the luncheon meeting was Roger Bumstead, media director of David J. Mahoney Inc., New York. Seeks Network Show REALEMON-PURITAN Co., Chicago, currently is shopping for a major radio or tv network property to cap a spring-summer advertising drive on behalf of its ReaLemon lemon juice. Availabilities are being screened by its agency, Rutledge & Lilienfeld Inc., Chicago, to go along with the use of newspaper and magazine ads in selected markets. A network radio or television program was described by the agency as a "must" for the firm. Current schedule of spot radio and tv is being continued in local markets, it was reported. IN SAN FRANCISCO TV WHOSE COMMERCIALS GET MOST EXPOSURE? Hooper Index of Broadcast Advertisers (Based on Broadcast Advertisers Reports' monitoring) THE NATIONAL (NETWORK) INDEX Rank Product & Agency 1. R. J. Reynolds Co. Camel (William Esty) Cavalier (William Esty) Winston (William Esty) 2. American Tobacco Co. Herbert Tareyton (M. H. Hackett Co.) Lucky Strike (BBDO) Pall Mall (SSC&B) 3. Liggett & Myers Co. Chesterfield (Cunningham & Walsh) L&M (Cunningham & Walsh) 4. P. Lorillard Co. Kent (Young & Rubicam) Old Gold (Lennen & Newell) 5. Brown & Williamson Corp. Raleigh (Russel M. Seeds Co.) Viceroy (Ted Bates & Co.) Network Shows 8 Total Stations 2 2 2 1 3 2 2 3 3 3 3 2 1 2 2 1 2 Hooper Index Commercial of Broadcast Units Advertisers 21.5 520 20 18 11 12.5 2 7 5 4 11 9 9 3 8 2 5 394 375 261 135 251 46 223 75 141 178 248 127 50 211 22 113 THE SAN FRANCISCO INDEX (NETWORK PLUS SPOT) Rank Product & Agency Network Shows Total Stations Hooper Index Commercial of Broadcast Units Advertisers 1. Liggett & Myers Co. 3 3 26 425 Chesterfield (Cunningham & Walsh) 3 9 206 L&M (Cunningham & Walsh) 3 17 219 2. Brown & Williamson Corp. 2 3 28 384 Kool (Ted Bates & Co.) 3 10.5 159 Raleigh (Russel M. Seeds Co.) 3 6 31 Viceroy (Ted Bates & Co.) 3 11.5 194 3. R. J. Reynolds Co. 8 2 21.5 291 Camel (William Esty) 2 12.5 134 Cavalier (William Esty) 2 2 24 Winston (William Esty) 1 7 133 4. American Tobacco Co. 7 3 16 282 Herbert Tareyton (M. H. Hackett Co.) 1 1 13 Lucky Strike (BBDO) 2 4 65 Pall Mall (SSC&B) 3 11 204 5. Philip Morris Co. 0 3 12.5 193 Marlboro (Leo Burnett) 3 7.5 108 Philip Morris (Biow-Beirn-Toigo) 2 5 85 6. P. Lorillard Co. 3 2 9 173 Kent (Young & Rubicam) 1 1 4 Old Gold (Lennen & Newell) 2 8 169 The Hooper Index of Broadcast Advertisers is a measure of the extent to which a sponsor's commercials are seen or heard. Each commercial is assigned a number of "commercial units," according to its length. " This number is then multiplied by the audience rating attributed to that commercial.** When each commercial has thus been evaluated, the results for all commercials of each sponsor are added to form the HIBA. For further details of preparation, see the basic reports published by C. E. Hooper Inc., Broadcast Advertisers Reports Inc. and American Research Bureau Inc. Above summary is prepared for use solely by Broadcasting • Telecasting. No reproduction permitted. • "Commercial Units" : Commercials are taken from the monitored reports published by Broadcast Advertisers Reports Inc. A "commercial unit" is defined as a commercial exposure of more than 10 seconds but usually not more than one minute in duration. Four "commercial units" are attributed to a 30-minute program, and in the same proportion for programs of other lengths. A "station identification" equals one-half "commercial unit." ** Audience ratings for television, both national and local, are those published by American Research Bureau Inc. Those for radio are the ratings of C. E. Hooper Inc. In the case of station breaks the average of the ratings for the preceding and following time periods is used wherever feasible; otherwise, the rating is that of either the preceding or following time period, normally the preceding. In the above summary, monitoring occurred Feb. 4-11, 1956. Broadcasting • Telecasting March 12, 1956 • Page 35