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"SPONSOR-SCOPE
Continued
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The replacement of Robert Foreman with James R. Schule as chief of BBDO's tv program department suggests in a way the turn of an era for the agency.
Schule started with BBDO as a staff legalite, while Foreman's great suit has always been in the area of creativity.
From the fledging days of radio BBDO has been quite eminent for the retinue of staff showmen sprouted by the program department — people like the late Arthur Pryor, Jr., the late Homer Fickett, Charles Underhill, Wick Crider, David White and Herb Sanford.
The time cost estimator may have reason to start looking over his, or her, shoulder as regards the longevity of the job.
Compton's media department is having a pilot useage job — or call it an experiment— done at Central Media Bureau to determine where the estimating function can be performed more efficiently and economically by punchcards.
If the pilot proves acceptable, the timebuyer will look to the end results of the computer to guide him instead of going to a staff estimator. The buyer still, of course, will have to make the buying decision.
But there's one place where the machine can't help: in case accounting finds that the billings from the station don't jibe with the machine some human will have to get back to the station and find out who's right.
P.S.: If you're an estimator at Compton, don't worry. The media department says it'll find other things for you to do.
As current Four A's chairman, McCann-Erickson's Marion Harper has good cause to preach the concept that advertisers should abandon the practice of making their marketing strategy a year-to-year thing.
Harper's contention that marketing plans should be carved according to at least a threeyear cycle is rooted in a principle for which the Four A's has been fighting.
The incentive is simply this: if marketing plans were based on longrange strategy agency-client relations would become more stable and the business of cancelling out on six months or less notice would diminish substantially.
Tv research has been piling up answers to all sorts of questions over the years but there's still one puzzle that resides in the limbo of perplexity.
And that unanswered query, often cited by agency people, is this: how come Nielsen's station index furnishes 15% more audience than ARB's station ratings but Nielsen's network index runs 15% le88 than ARB's network ratings?
SPONSOR-SCOPE asked Nielsen to rationalize this one but without success.
22
Talking about the economic immensity of network tv, did you know that before the three networks ring up the curtain on a new season they're in for perhaps as much as a half billion dollars in table stakes.
The breakdown of that figure might roughly be estimated in this fashion.
AREA TOTAL AMOUNT
Nighttime programing $300,000,000
Daytime programing, sports rights 100,000,000
News coverage, documentaries 60,000,000
Plant, personnel, fixed overhead 40,000,000
Total $500,000,000
SPONSOR/26 NOVEMBER 1962