Sponsor (Sept-Dec 1958)

N. W. AVER {Cont'd from page 39) consolidated both time and spacehuying into a single department, headed by Leslie D. Farnath. In May. radio and tv copywriters and tv artists were shifted to the Philadelphia headquarters, and all print and air media copy and art were integrated under the over-all direction of vice president John PuUen. Behind these moves, and explaining them, lie the organization and marketing philosophies of the modern N. W. Ayer. Its management and operational techniques differ significantly from those of many other large agencies. and the structure of its organization is peculiarly its own. Core of the agency's work is Ayer's Plans Department. Staffed by 35 experienced business executives from many fields (sales managers, product managers, brand managers, etc.), its job is to apply business thinking to client problems and develop the basic strategv on which Ayer's advertising will be based. In dealing with a new account, the Plans Department institutes and supervises three types of research — into the clients own business, the competitive market situation, and the consumer field. From these studies it creates the over-all business plan which Ayer will follow, and thereafter works continuously on the plan to develop, refine, and re-design it as business conditions change. Members of the Plans Department, at Ayer, are neither "account executives" nor even "marketing n:en'' in the usual sense of the word, but high level business strategists, assigned to specific accounts. VI. Ayer's Media Philosophy Once the outlines of the general business plan have been settled, Ayers media department is given full responsibility for developing the media plans and schedules to implement it. The reason why Ayer has consolidated all time and spacebuying into a single department is to apply over-all media planning to the specific needs, problems, budgets, and policies of a particular account. Shelley says "We fit the medium to the client, not the client to the medium." At Ayer media selection deals with the total picture — where people are, what they are like, and how to reach them in the most effective and economical way. All types of media — tv. radio, newspapers, magazines, etc. — are studied as a whole in terms of the total impressions they can make on a potential bujer. And as l*'helley emphasizes, "every one of our clients has a different problem." All media buying, including radio and tv spot and network timebuying is handled by Ayer's media department in Philadelphia. VII. How Ayer Organizes Copy and Art ExactK the same type of thinking explains Ayer's new centralization of all writing and art direction for all media — tv. radio, publications, outdoor, direct mail, and promotion — in the Philadelphia headquarters. Writers and artists at Ayer develop a basic copy story and thereafter work on all phases of the campaign, rather than merely on bits and pieces. In this way, Ayer finds, there is a valuable cross-fertilization of talents and ideas, and a complete co-ordination of the basic copy story. Shelley thinks that "print copy and art people are benefitting from new ideas contributed by our tv and radio staff. And our commercials are getting the advantage of new ideas from writers and art directors who formerly specialized in print." Vm. The Role of Ayer's Service Representatives Another significant point to remember: at Ayer there are no "account men" or "account executives." Instead, those assigned to the day-to-day management of accounts are known as "service representatives." They are based both in Ayer's Philadelphia headquarters and in various Ayer branch offices; and while they are important cogs in the agency machinery, and operate on a "counciling level" with Ayer clients, they do not hold the whip-hand position of dominance which account men enjoy at most agencies. Such Ayer departments as plans, media, copy, and radio/tv have clearly defined authorities and responsibilities, and members of these departments meet frequently with executives of the clients' organizations. In the area of management supervision, Ayer holds three distinct types of reviews. First, those conducted by the various department heads for their own operations. Second, the work of Ayer's "creative connnittee," headed by Wallace. And third, the "operational review board" which periodically reviews the entire status of each account ( including the work of the service representatives). The "creative committee" passes on all plans, proposals, and recommendations, and is generally responsible for maintaining the quality of the agency's advertising and marketing product. IX. .4yer'8 Radio Television Department Meanwhile, back in New York. Ayer's radio c'epartment of 60 people (excluding secretaries and stenos) has been reorganized and replanned along modern lines under the leadership of James Hanna, v.p. in charge, and Tom McDermott, v.p. for planning. In general, Ayer's new radio/tv operation has two main responsibilities — program supervision, and the direct physical production of broadcast commercials. On the program side, the department works on program research, planning, purchasing, contracts and supervision, and maintains a close liaison with the media department in Philadelphia. On the commercial side, the department produces all live, film, and tape tv commercials, all live and record radio announcements, and also operates the Ayer Film Bureau, which handles the production of business films for client companies. It, too, has a close liaison with Philadelphia, and there is a constant shuttling back and forth of radio/tv, copy, art, and plans people between the two offices. X. Ayer's 1958 Operation Since 1953, Ayer has added such substantial accounts as People's Drug, Ohio Oil, Armour's food products I many different divisions), Hamilton Watch, Mo-Par (Chrysler parts). Cannon sheets, Dupont paints, photo and other products, Lee's carpets, Michigan Bell, John H. Breck, General Ice Cream, Corning Glass Consumer Products, and new assignments from Johnson & Johnson. Its billing increase (twice the 1953 figures) has come 50% from new accounts and 50% from increased appropriations on old accounts, according to Shelley's estimates. Of its total account list, Ayer will {Please turn to page 68) 11 OCTOBER 1958