Quarterly magazineSummer 2009

Contributors Szerkesztők Vera Bognár Online Senior Media OMD Digital Dóra Deák Senior Media Planner OMD Emese Király Marketing- and Communication Manager OmnicomMediaGroup Klaudia Kosaras Senior Media Planner OMD Ágnes Kovács Media Buyer OMD Viktória Márton Senior Media Planner OMD László Mező Managing Director OMD Enikő Szakács Head of Planner OMD Edina Szucsik Senior Media Planner OMD Gabriella Véghelyi Senior Media Planner OMD Digital Graphic design Ádám Ridovics

03 Intro

Intro Content

Sonar Wall 04Crisis & media Whazzup 06Lyoness 06Fuse 06OMD Predicts Study 09Survival techniques in tough economy 08 Background 10 Automotive & FMCG Digital 13Online: Crisis or opportunity? Interviews with market leaders: 13 Adaptív Média 14 Origo Zrt. 15 CEMP 17 OMD Digital Case study 19Mc Donald’s M sendwich Portrait 21Tünde Dégi, Fuse Hungary

I think you all agree with me that the start of the year was very difficult. In today’s economic situation there’s only one thing we can takefor granted; there will be changes and it is very difficult to foresee the future. Anywaywe can only hear the best prophets talk after things have happened.

Instead of prophecies we decided to share our thoughts with clients, media owners and researchers at the conference OMD Predicts. We saw the changes in the macroeconomic indicators of the country, the trends in consumption, how media owners perceived their situation and their possibilities and the survival strategies of the major players of the advertising market. In the following, you can read a short summery while you can still find the lectures on the webpage of the conference.

Of course the crisis affects companies and sectors to a different degree, so there is a multitude of survival related questions. Those sitting on the fence will obviously go down.

We know the principle but what can be seen from real life experiences? Who can become winners and who may find themselves in a tough situation? Is it possible to work on the basis of local strategies or we should rather follow international trends? When will we hit the bottom? We aimed at finding the responses to these questions in our article “Survival strategies”.

There was a general consensus that it is mainly digital media that may capitalize on the crisis so we surveyed the current online media market and interviewed the most important print independent participants of the Hungarian online media market.

However not everyone agrees with the notion that the cheaper the better eg. McDonalds has just started the market introduction of its most expensive sandwich ever. Presentation of the sandwich and the campaign forexperts – Enjoy!

Although the scope of real brand presences and content co-operationsis limited due to the lack of necessary regulatory reforms, there are many opportunities on the Hungarian market due to the spread of digital, the development of the media market, and the appearance of integrated communication “Through the line” solutions. Our division FUSE specializedin “branded entertainment” is working on this field. In the final part of this edition you can read an interview with the head of this division – Tünde Dégi and learn about their first project.

I hope that we can once again provide you with useful and informative content that will be a pleasure to read.

László MezőManaging Director, OMD Hungary onmedia@omd.hu

Whazzup Summer WHAZZUP gives you snapshots of events that happened to PMD Hungary in Q2.

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Aktuális

Új ügyfél

Április elején érkezett a felkérés a nemzetközi, független vásárlóközösségként m köd LyonessHolding Europe-tól a cég hazai bevezetkampányának megtervezésére. A GFMO Kft. április 20-án Bécsben prezentálta javaslatát a cég képvisel inek, akik kisebb módosításokat követ en elfogadták azt. A széles médiamixet használó kampány júniusban kezd dik.

| Aktuális

Lyoness

Fuse

2009-t l m ködik a Fuse magyarországi divíziója. A Fuse nemzetközileg az OmnicomMedia Group „branded entertainment”-reszakosodott divíziója. Hazánkban Dégi Tünde vezetésével indult. Az els hazai Fuseprojektr l b vebben a vele készült interjúban olvashat.

Nyári egyvelegünk az OMD Hungaryt érint hírekr l számol be röviden. Megrendeztük a Predicts konferenciát. Bemutatjuk a Fuse els kampányát, új ügyféllel büszkélkedünk.

OMD Predicts„Sikeres marketing-kommunikációa kiszámíthatatlan gazdaságikörnyezetben”

Magyarországon is elindult az OMG branded entertainment divíziója, a Fuse.

OMD Predicts címmel került megrendezésre április 23-án az Inter-Continental báltermében az OMD Hungary konferenciája „Sikeres marketing-kommunikáció a kiszámíthatatlan gazdasági környezetben” címmel.

A konferencia célja az volt, hogy a piac vezet szakembereinek véleményét közvetítve és a tapasztalatcsere lehet ségét megadva segítsük a vállalati vezet ket megfelel döntéseket hozni. Olyan döntéseket, amelyek az általuk kezelt márkák túlélését és fejl dését biztosítják a nehéz gazdasági helyzetben.

Beszámolónk a következ oldalon olvasható.

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Whazzup

New Business

Early April we received a pitch invitation forthe launch campaign of the independent

international shopping community Lyoness Holding Europe. GFMO Kft. presented their proposal for the representatives of the company on 20 April in Vienna. With a few modifications the proposal was accepted. The campaign using a wide-ranging media mix will be launched in June.

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Lyoness

Fuse

The Hungarian division of Fuse started its operation in 2009. Fuse is an international division of Omnicom Media Group specialized in branded entertainment. You can read more about the first Hungarian Fuse project in an interview with the head of the Hungarian division - Tünde Dégi.

Summer WHAZZUP gives you snapshots of events that happened to PMD Hungary in Q2.

OMD Predicts„Successful marketing communicationin a rapidly changing, instable economic environment”

Fuse, the branded entertainment divisionof Omnicom Media Group launched succesfully in Hungary.

OMD Hungary’s conference OMD predicts held in the ball-room of Hotel Inter-Continental on 23 April, focused on “Successful marketing communication in an unpredictable business/economic environment”.

The goal of the conference was to help business leaders make good decisions by transmitting the opinion of industry leading experts and by providing opportunity for an exchange of experiences. These decisions are essential for the survival and development of brands when the economy is in crisis.

Find our report on the following page.

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Findings of the first OMD Predicts conference in brief.

5 Egyveleg

Researches show that consumers are hit by the crisis and are pessimistic yet they are well-informed. They are better informed about the economy and the financial markets than they were before. During the crisis special offers gain in popularity and brands communicating with empathy are favoured. Reduced purchasing will have a moderate effect on Internet subscriptions and on education related spendings. Based on experiences from earlier economic crises, analysts at K&H Bank outlined two possible scenarios. According to the optimists’ view we are experiencing a cyclical economic downturn and soon we’ll see the end of it, while pessimists say that this present crisis is similar to the Great Depression of the 1930’s. According to this view we have hardly seen the beginning of the depression which will be long and painful.

Presenters included leading Hungarian media owners (Dr. József Bayer Axel-Springer Publishing House, Dirk Gerkens RTL Klub, Nóra Ruszkai Sanoma Budapest, Zoltán Várdy TV2, Réka Horváth Origo General Directorate, Ádám Földes, Danubius Radio) and the top level representatives of the biggest clients on the advertisement market (Nóra Horváth Magyary K&H Group, Gerhard J. Hierath, Beiersdorf , Jean Francois Reynaud, Nissan, LászlóSimkó McDonald’s and Peter Boucher (Vodafone Hungary). The General Manager of Szonda-Ipsos - János Gulyás gave a lecture on research, while the Treasury Director of K&H Bank - Mihály Országh presented the trends in micro-economics.

„On the basis of experiences gained from previous recessions big brands strive for maintainingtheircommunication and keeping their market share.”

Findings of the first OMD Predicts conference in brief.

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6 | Aktuális

OMD Predicts: beszámoló a konferenciáról

We learnt from the lectures presented by clients that on the basis of experiences gained from previous recessions they strive for maintaining brand communication and keeping their market share. They work on dynamic planning and focus on the future. Advertising will mainly take place via well-tested channels nevertheless the importance of digital tools is not contested. As for the media, emphasis was put onrealignment, growth of online and the importance of flexibility. In his closing speech, OMD Hungary’s managing director László Mez

noted that large companies do not taketheir positions for granted. Theunpredictableeconomic situation demands continuous flexible planning and professionally well-founded decisions both from advertisers and from media. OMD Hungary – the world’s most-awarded media agency –provides assistance in these decisions as a creative strategic media partner. Click on www.omd.hu/en/predicts to see the presentations of the conference.

Survival techniquesIf we would like to make sure that a brand survives in the long run, brand communication has to be maintained even in times of difficult economic situations. We know this principle but what can we see from real life experiences?

Dóra Deák Senior Media PlannerOMD

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Survival techniques

What is the status of advertising spendings in the first quarter?As for the whole market a moderate decline can be seen: estimated real advertising spending is down by 6% compared to the first quarter (Q1) of 2008.

Changes in spending have different characteristics according to different media types. Mainly those types of media loose from their popularity whose audience shrinks and have a higher average cost (CPT) eg. spending in press dropped by 20% compared to Q1 2008.

The real winner is Internet (20% increase) as advertisers from several sectors transfer part of their press spending here. TV spending has decreased. The two national commercial TV channels suffered 10% or higher loss compared to the previous period of 2008. The crisis has different effect on different sectors and this is clearly seen in the changes of advertising spending.

Let’s see the numbers:

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If we would like to make sure that a brand survives in the long run, brand communication has to be maintained even in times of difficult economic situations. We know this principle but what can we see from reallife experiences?

Catering is boosted by the increased advertising spending of fast-food restaurant chains. The consolidation of fast-food restaurants is a worldwide phenomenon. OTC seems to be “crisis-resistant”. Food and retail: discount-store chains wage real wars on advertising surfaces (TV, daily newspapers). They are the ones that can slightly increase their market shares. Drop in spending reflect contracting markets: telecom: (lower subscription number after the great boom of Christmas 2008), finance: (a drastic drop in credit advertisements) and car sales down by approx. 50%. The good news is that the telecom and bank sectors are starting to regain strength in March.

Vásárhelyi ÁgotaÜgyfélkapcsolati Igazgató

Szakács EnikVezet Tervez

Deák DóraSenior Média Tervez

Enikő Szakács Head of PlanningOMD

Ágota Vásárhelyi Client Service DirectorOMD

10 Study

What kind of strategies, structures and attitude hide behind the figures? We interviewed some representatives of the two most affected areas – FMCG and car sales, about their responses to the crisis, their plans and possibilities.

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How do you see your sector, has consumers’ behaviour changed as a result of the crisis. If so, in what ways does it influence (or does it influence at all) your marketing strategy?The representatives of this sector unanimously share the point of view that the crisis has influenced consumers’ behaviour and as a result there has been some shift in consumer demand towards cheaper alternatives. This shift has several aspects: on the one hand the volume of sales is being restructured in the direction of lower front margin commercial chains (hypermarkets and discount stores). On the other hand a segment of consumers has turned to the lowest-price substitute products and private-label products. Of course this trend has different characteristics in different product categories and it is also influenced by the situation of consumers. Eg. this kind of consumer behaviour is more characteristic with the elderly, people with low income andin regions that are hit hard by unemployment. On top of that, the number of purchases and the spending level of purchases have also decreased.

The market position of premium category products and -brands is more endangered, therefore brand building has to be given as high a priority as possible. Communicationof the added value gained by the consumers on buying the given product in tough times should be in focus.

If there is a chance advertisers in the FMCG sector try to come up with new products and provide these novelties as much marketing support as possible.

What kind of strategies, structures and attitude hide behind the figures? We interviewed some representatives of the two most affected areas – FMCG and car sales, about their responses to the crisis, their plans and possibilities.

Nevertheless the rest of the companies still aim at long-time brand building though at the tactical level some of them have increased the number of higher value-for-money promotions. One of the market participants has resorted to a significant portfolio rationalization.

The representatives of the car sector gave the following unanimous response to this question: buyers are sitting on the fence. People are delaying or have even put an end to purchasing high value consumer goods. The reason for this is the fact that credit conditions have considerably tightened that resulted in “sudden buyers” (they are the ones that don’t have own resources for the down payment but could afford to pay the instalments from their monthly income) being forced out of the market.

The response from the car sector is that brand communication is being substituted by a harsh sales oriented strategy, since every car sold serves as a mean for survival.The representatives of the automotive sector gave the following unanimous response to this question: buyers are sitting on the fence. People are delaying or have even put an end to purchasing high value consumer goods. The reason for this is the fact that credit conditions have considerably tightened that resulted in “sudden buyers” (they are the ones that don’t have own resources for the down payment but could afford to pay the instalments from their monthly income) being forced out of the market. The response from the car sector is that brand communication is being substituted by a harsh sales oriented strategy, since every car sold serves as a mean for survival.

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Who do you think can become a winner of the crisis in your sector? (eg. private labels, FMCG, Beauty) Can you give an example for outstanding crisis management in your sector?The answers for this question were also quite homogeneous. On the one hand, those solid huge brands will be able to stand their ground, which are able to carry out long-term investments in either brand building or in tactical offers. Along with that, it is private labels (the value for money segment) that can gain ground: mainly those whose distributing commercial chain is already successful and growing. According to the car companies it is the pharmaceutical and FMCG sector that will be the least affected by the depression and private label products can emerge victorious. Participants in the car industry mentioned Renault, Honda and Suzuki as winners in their sector. Renault was considered prosperous because of its successful model launches and the utilization of “linked discount”, Honda is esteemed for its well-created image and loyal clientele while Suzuki benefits from being the “go for the less expensive car made in Hungary” option. Suzuki can definitely profit from the cost-efficiency of domestic production.

What kind of possibilities are there for proactive crisis management? (eg. research)Several market participants resort to researches for mapping how and in what direction do consumer preferences change as a result of the crisis.These days it is even more important to deal with the analysis of market data in order to get the most precise interpretation of trends. There are companies that effectuate significant structural reorganizations, including the organization, business processes, and brand building, in order to increase efficiency.Some think that the most important thing is to make sure the consumers have the least possible perception of the lack or the decreased frequency of a brand’s habitual activities, innovations. In order to achieve that, all efforts must be concentrated on maintaining the brand related activities of the previous years. Of course the greatest challenge is cost optimization due to tightening fiscal conditions. In consequence marketing people have to find new, perhaps previously unused methods for reaching their target audience as directly as possible, preferably with a simple but relevant message – as viewed by most FMCG companies.

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Szucsik Edina Senior Média Tervező OMD

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Have we reached the „bottom” yet? What are your expectations for the second half of this year and for 2010?Although the first signs of the recovery may sometimes be discovered on the economic horizon, most analysts agree we haven’t reached the bottom yet. However it is clear that consumers’ behaviour (as a kind of over-reaction) in many respects has since long been adapted to the changed climate.The second half of the year is expected to be more difficult, slow improvement may start from autumn 2010 (after the elections, with a new stimulus package, boosting the export etc).

Nonetheless the FMCG sector finds itself in a more favourable situation compared to other industries.Market participants hope that no dramatic changes will take place that could result in the collapse of demand in the sector.Members of the car industry don’t see eye to eye on the issue of the crisis. It is debated whether we face a U- shaped or V-shaped recession but no one sees the end of the tunnel for Hungary before 2011-2012.

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People from the car sector think that many companies don’t have resources for researching the deeper contexts of the changes affecting the market, the consumers and communication. In order to maintain communication, effective media usage and personalized solutions (many brands mentioned the role if Internet) are deemed to be feasible solutions. On top of that, authorized dealers got into focus where customer satisfaction is sought to be provided by the improvement and enhancement of commercial and garage services.

Is there a chance to realize local crisis management strategies or we have to use international concepts / solutions? What is characteristic for your sector?Some companies can work with a local strategy but because the crisis is global we can find a lot of useful crisis management concepts on the list of other countries’ successful crisis responses. In most cases international companies follow the crisis management strategy of their regional headquarters.

Although it is a practical and accepted way to carry out a country specific program due to the specialities of the local market that is relevantto local consumers and trade partners. As for the automotive sector communication, cost efficient solutions made their way ahead including the adaptation of creative materials developed internationally, local production and cut back on development. It is clear though that markets differ greatly so this is not the perfect solution.It is important to combine already existing elements with a precise local strategy.

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Online: crisis or opportunity? By ADAPTIVE MEDIAWe interviewed the biggest competitors on theHungarian online media market. We were interested in their views regarding their own position under the influence of the crisis.

Vera BognárOnline Senior Media PlannerOMD Digital

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Online: crisis or opportunity? By ADAPTIVE MEDIA

It didn’t take long for Adaptive Media to become the largest independent sales house on theHungarian online market.Our well Segmented offer, which is comparable to the leading solutions, reaches 2.4 million visitors a month (1.6 million a week).

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Interview with István Sopov, founderof Adaptive Media.

István Sopov is the founder and has been general manager of Adaptive Media since the company started in 2007. Earlier in his career he gained experience in online as the commercial director for PORT.hu.

The year 2009 is about DIGITAL. What do you think about that?As for Adaptive Media, the previous years were already centred around online so this is far from being a new situation for us! Dueto the increasing significance of online and the crisis, our professional expertise and credibility is becoming more and moreappreciated by our partners.

To what extent can it be owed to the crisis?For years the online players have been active in informing advertisers about the competitive advantages of this field. This year their responsiveness is growing even greater.

What kind of changes has the crisis brought to the life of your companies?The following considerations have become important for our partners: measurability, fast lead time, cost-efficiency and the possibility of continuous modification.

Can you benefit from those factors that may endanger other industries? How do you prepare yourselves?In our view, the marketing industry will have to face a lot of difficulties this year. Resorting more significantly to the online sector will help to cope with a good deal of the issues.

We interviewed the biggest competitors on theHungarian online media market. We were interested in their views regarding their own position under the influence of the crisis.

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Online: crisis or opportunity? By ORIGO

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Online: crisis or opportunity? By ORIGO

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To what extent can it be owed to the crisis?If it wasn’t for the crisis the situation

would still be the same.

What kind of changes has the crisis brought to the life of your companies?Most importantly there is more tension and more emphasis is put on focus and control. Negotiations have become tougher we need a lot of analysis and thinking. Also there has been a considerable shift in the ratio of pragmatism and prudence.

Can you benefit from those factors that may endanger other industries? How do you prepare yourselves?We are following the path that has been set by our strategy but of course a lot more carefully and thoughtfully than in peacetime. Only results can turn into advantages so we have to concentrate on blending efficiency, efficacy with the power of public relations and existing creativity.

Origo Zrt. a member of Magyar Telekom Group is the leading online media owner company in Hungary. As the largest broad- band internet service provider of the country, the company provided a combo pack for 10 years for the most wide-ranging content and the corresponding internet access. In 2007 content providing became a separate business branch. Origo manages three out of five of the largest brands in the country. The real challenge for Origo is the responsibility in setting the market trends while representing the interests of domestic content providers.

Interview with András Fischer CEO of Origo Zrt.

What is it that you like about your job?I have been working in this position since 1 October 2007. I like to create and work with people. It is fascinating to experience the dawn of a new age of an industry and this is exactly what is going on these days in the world of media.

The year 2009 is about DIGITAL. What do you think about that?This is a slogan that is to be filled with content by the market participants. Unfortunately the crisis effects businesses as costs become more of an issue instead of development, new opportunities and growth getting into focus.

15Digital

Online: crisis or opportunity? By CEMP

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Online: crisis or opportunity? By CEMP

In the past ten years Index has become a Prominent participant of the Hungarian press market. In recent years Hungary’s leading online newspaper also became the ownerof the largest blog empire, the strongest webshop, and most complex communityand interactive service network. The publisher of Index - CEMP Group (CentralEuropean Media and Publishing) - has been selling the online surfaces of the following brands: Index,Velvet, Totalcar, SportGéza,Indexvideó, Inda, Blog.hu, C-Travel, Ongo, Honfoglaló,Inforadio.huand Bookline under the name CEMP Sales House since 1 December 2008 thereby reaching 75% of the Internet users on the Hungarian market.

Interview with Gábor Ziegler, Sales Directorof Index.hu Zrt., CEMP Sales House

Gábor Ziegler had already been at work when obtaining his business engineer diploma at Szent István University in Gyöngyös. He started his career in the insurance business.Then from 1997 he worked as Key account manager for Wintherthur Pension FundsHungary where he became regional director for the key account team. He then joinedEurodirekt, the predecessor company of ELLA BANK, as direct sales manager. He is married and spends the rest hisfree-time with his three sons. His hobbies are sports andreading.

The year 2009 is about DIGITAL. What do you think about that? To what extent can it be owed to the crisis?IAB Hungary’s research “Adex 2008” reveals that advertisers spent 21,8 billion HUF on onlinemarketing last year. This is a 6,5 billion increase

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since 2007. Last year the online advertisement market grew by 42% which representsa 10,8% share of the advertisement market. Online performs well even during the crisis. In the second half of 2008 the drop in the growth rate was less significant than with other types of media. Based on the results of Q1 2009 it can beseen that the Internet segment is still in a growth phase as opposed to the rest of the other types of media.

What kind of changes has the crisis brought to the life of your companies? Can you benefit from those factors that may endanger other industries? How do you prepare yourselves? As for CEMP Sales House we have made a switch in spring 2008 to a more proactive work style, more intensive agency work relationship, an enhanced inventory featuring such publications as Blog.huor Divány (launched in May) and an increased number of personalized solutions. In general CEMP reacted to market changes in a proactive way and with increased service quality Here the rest of the processes including cost

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rationalization were launched on time (even before the crisis). As these processes started in house one year ago, the results are already seen: In Q3, Q4 2008 and Q1 2009 the growth in CEMP’s online marketing incomes outpaced the market average.

At the moment one of the most important issues is to maintain this growth rate.

Changes in market or regulatory circumstances sometimes demand much faster reactions from advertisers than before. This may be very difficult or even impossible for some mediasegments to face yet these campaigns can easily be realized on the Internet. Occasionally this constitutes a considerable competitive advantage for the online segment.

17Digital

Online: crisis or opportunity? By OMD Digital

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Online: crisis or opportunity? By OMD Digital

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OMD Digital was established in 1999. It was the first online specialized division on the Hungarian media agency market.This market leading division deals with classical online media planning - buyingand search engine marketing. And alsowith new media platforms such as mobile content (in 2008 it created the first mobile advertising campaign in Hungary), digital television, digital outdoor and digital games. OMD digital specially focuses on the implementation of integrated ’cross channel’ media strategies.

Interview with László Stefanek, OMD Digital senior planner.

What is it that you like about your job?I joined OMD in 2006, now I work as senior online media planner. It is probably my supervisors who know why I work in this position, I owe it to hard-working and my ambition for learning and progress. As I was working my way up the corporate echelon I had to deal in a whole range of various tasks and it is exactly this diversity that is the most appealing to me. However I have always been interested in this world (I am a member of the generation that first encountered Internet. I spent many nights awake in the company of my dial-up modem because night rates were the cheapest…)

The year 2009 is about DIGITAL. What do you think about that? To what extent can it be owed to the crisis?2009 will definitely be about digital but notin a way that many would think. As a result of the crisis, costs come into focus in every area including advertising. Consequently many are looking for ways of more cost

efficient and/or more effective ways of advertising. That is why Internet is in focus this year. Nevertheless spendingswill not significantly exceed last year’s level, aggregate spendings will be increased by a few percentage as a result of the spendings of new market participants.

Therefore 2009 will definitely be about Digital regarding its share from marketing spendings. A significant growth can be expected in this segment though it will not be very spectacular from the perspective of spending levels. I hope that online professionals will be able to make use of the opportunity of being in the center of attention. In this situation education has a very important role so that more people learn about the advantages of digital solutions may it be for sales support, image building, database building, prize games or for sponsoring.

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To what extent can it be owed to the crisis?Changes had already been under way, online spendings had been increasing steadily and dynamically in previous years. According to data from MRSZ (Hungarian Advertising Association) advertising spending of 1,6% in 2003 grew to 10% by 2008 while other media types showed declining or at best stagnating spending levels. The crisis did nothing but promoted these trends as a catalyst that Is why significant growth can be expected this year in the online market share.

„The crisis did nothing but promoted existing trends as a catalyst. That is why significant growth can beexpected this year inthe online market share.”

What kind of changes has the crisis brought to the life of your companies?It’s a multi-faceted situation. Everybody focuses on minimizing costs and increasing efficiency. Therefore in many areas previous decisions have to be revised. There is a greater interest in forecasts. We are expected to deliver information regarding the market or western trends. The previously accepted annual budget has undergone severa lmodifications. Many marketparticipants decided to cut back on media spendings in order to create reserves and to wait for the market situation to improve and become more active accordingly in the

second half of the year. Looking at my area changes are less deep than in other areas still a slight drop can be perceived. Only a few consider sustained and continuous advertising to be the best solution in these difficult times.

Can you benefit from those factors that may endanger other industries? How do you prepare yourselves? I think we can. Online media has a chance to increase its role in campaigns as a result of the extra attention paid to this sector. It is our responsibility to use our excellent professional background to inform our partners about the advantages of online advertising. In addition to Internet, attention has to be drawn to the advertising potential of PC games and mobile phones as well. We don’t expect important changes in our planning processes. We will continue relying on online plans based on research results. We will also continue the extensive use of measuring and detailed result analysis. As for changes, I think that clients will pay more attention to the goals they wish to achieve with Internet solutions. Cost efficiency and successfulness will also gain a lot more focus. In case of this latter, campaigns are expected to be linked with sales figures more often thereby measuring the profitability of the advertisements.

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You haven’t tried anything like that beforeA sandwich for experts.The introductory campaign for the most expensive sandwich in the history of McDonald’s.

Ágnes Kovács Media BuyerOMD

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You haven’t tried anything like that before

M sandwich – previously introduced in several European countries – represents the highest quality hamburger in McDonald’s portfolio. This product was introduced to the Hungarian market in the midst of the economic crisis. Under these economic conditions the success of this new premium product was uncertain especially because at the beginning of the year the popularity of the “Saver menu” seemed to be fading.

The aim was to make this product as well known as possible in the shortest possible time taking into consideration the high quality of the sandwich. Other goals included acquiring new consumers on top of the existing ones, increasing the frequency of restaurant visits and promoting extra purchases.

Insights

Since this sandwich has an above the average price we had to reach a target-group that is willing to pay a higher price for quality even during the crisis (men aged 18-39 with high prestige).

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Kovács Ágnes, Véghelyi GabriellaMédia tervez , Média tervez OMD Digital

Ideas

The media strategy was in synergy withthe goals. So apart from TV ads that provide a fast reach, unique press and online appearance was also included in the mix. The promotion was preceded by an outdoor teaser session. On the Internet – due to the fact that it was an introductory campaign – we aimed at standing out among the advertisement cacophony. The point was to evokeappetite for the quality sandwich. That is why on top of the traditional tools, special methods were used as well, like sponsoring the picture-gallery of Port.hu. On the same site we placed integrated banners with targeted messages in RTL’s program guide (we picked those programs aroundwhich TV ads were positioned).

Port.hu – picture galery sponsoring

A sandwich for experts.The introductory campaign for the most expensive sandwich in the history of McDonald’s.

Gabriella Véghelyi Senior Media PlannerOMD Digital

20 Case study18 | Esettanulmány

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The press was used as an auxiliary medium with one spectacular appearance in a men’s lifestyle magazine - Playboy. It was a special 6-page unfolding format positioned in the middle of the magazine.

Results

Although we couldn’t be sure about the successfulness of the campaign due to the given economic situation, the target numbers were reached as per planned. So what is the receipt for successful communication?

Let’s see the ingredients: a tasteful sandwich, a lot of creative ideas, team thinking, team work with the client & the creative agency & media agency and seasoning to taste.

Sportfórum NagyeMMesítés

Port.hu – Integrált bannerek az RTL Klub m soránál

Besides that we used editorial contents with two capital “M” letters. In case of this latter, for one day we changed every “m” letter for an “M” letter on the main page of sportforum.hu and in its design elements. The explanation of this change could be read in a fix banner.

For one day, we changed every small “m” letter to a capital “M” letter.

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The press was used as an auxiliary medium with one spectacular appearance in a men’s lifestyle magazine - Playboy. It was a special 6-page unfolding format positioned in the middle of the magazine.

Results

Although we couldn’t be sure about the successfulness of the campaign due to the given economic situation, the target numbers were reached as per planned. So what is the receipt for successful communication?

Let’s see the ingredients: a tasteful sandwich, a lot of creative ideas, team thinking, team work with the client & the creative agency & media agency and seasoning to taste.

Sportfórum MM

Port.hu – Integrated banners

Besides that we used editorial contents with two capital “M” letters. In case of this latter, for one day we changed every “m” letter for an “M” letter on the main page of sportforum.hu and in its design elements. The explanation of this change could be read in a fix banner.

For one day, we changed every small “m” letter to a capital “M” letter.

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FuseInterview with Tünde Dégi (Fuse director) about the launchof Omnicom Media Group Fuse in Hungary.

Emese KirályMarketing- and Communication ManagerOmnicomMediaGroup

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Fuse

Where did you work before Fuse?I have been in the field of media for 9 years. My media career started as a planner and buyer at Ogilvy’s media department (The Network later Mindshare). Later I worked for Zenith as media director than from 2002 joined OMD as client service director. I worked for OMD Sydney as client service director from 2005 to 2007. It was at OMD Sydney that I first encountered the already fully operational Fuse divisi on and its methodology. In 2008 I returned toOMD as client service director. In Hungary we started Fuse in early 2009. As I had already been somewhat experienced on this field I became responsible for it.

What is Fuse?Fuse’s speciality - “branded entertainment” is not fully developed yet in Hungary. Nevertheless the Hungarian media market has got to a stage that justifies the existence of this division.

Although the scope of real brand presence and content co-operations are limited due to the lack of necessary regulatory reforms, there are many opportunities on the Hungarian market. Due to digital mainly, the development of the media market, and the appearance of integrated communication “Through the line” solutions. Along with the growth of the market, customer demands become more sophisticated. Fuse disposes of an excellent array of tools for reaching the more demanding target-groups.

What are these Fuse tools?Fuse deals with program sponsoring, celebrity endorsement, advertisers fund programing,

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Király EmeseKommunikációs vezet

Interview with Tünde Dégi (Fuse director) about the launchof Omnicom Media Group Fuse in Hungary.

product and brand placement. It has to be mentioned that Fuse’s profile includes not only ATL but coordination of BTL eg.event marketing and project management as well. Fuse is about to help find that close linkage with the target-group where it is possible to exercise influence via emotions (sports and entertainment are on the top of the list).

We are interested in an outstanding international Fuse project. Which one would you like to mention?My favourite one is an example from Australia (OMD Fuse Sydney). The aim was to strengthen the reputation of an energy drink and the relating affiliation of the 18-24 age group. By means of an omnibus research it was revealed that the most important question for this age group was to find out what to do with their soon-to-come adult lives. Their dreamed up future was always centred around creative self-expression. Many wanted to become fashion designers, artists, famous sportsmen, musicians or at

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Mi lenne a Fuse álomprojektje Magyarországon?A V-RAW-hoz hasonló projektek megvalósítása, amik amellett, hogy akár több ügyfelet is képesek egyidej leg aktivizálni, még társadalmi célokat is szolgálnak akár.

Az a cél, hogy a FuseMagyarországon nem csak az ügyfelek felé, de a média feléis a branded entertainmentszakmai benchmarkja legyen.

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is kezdjenek a küszöbön álló feln tt életükkel. A megálmodott jöv jük középpontjában mindig a kreatív önkifejezés állt. Sokan divattervez k, m vészek, híres sportolók, zenészek akartak lenni, vagy legalábbis ilyen körökben mozogni. Ehhez a következ ötletet valósította meg a Fuse Sidneyben. Szereztek 50 valódi betöltend álompozíciót, és a V-RAW energiaital közvetítésével juttatták ezeket a lehet ségeket a célcsoporthoz. (Egy Myspace/v-raw oldalon keresztül lehetett jelentkezni/versengeni vonzó pozíciókért, cool helyeken, mint pl a Dieselnél vagy az egyik helyi divatmagazinnál.) Hatására a tervezett számok megduplázódtak.

Nivea Bajadér projekt. A Fuse elsmagyarországi projektje. Mesélj róla.Azért nagyon fontos nekünk, mert a Beiersdorfvállalta a Nivea Visage Expert Lift termékéhez kapcsolódó kampányában, hogy a „biztonsági megoldások” mellett nyit egy új, rendhagyó út felé is. A budget egy részét a Nivea szponzorációra költötte.

A termék 50-59 es AB státuszú n i célcsoportelemzése során megállapítottuk, hogy kifejezetten ez a közönség szereti és keresi az aktív kulturális szórakozási lehet ségeket. A kampány ideje alatt indult az Operettszínházban egy új darab, a Bajadér, ami témáját tekintve kifejezetten n knek szól. Az OMD Fuse Hungary kidolgozott egy olyan együttm ködést, ami az el adásra épült. A darabhoz kapcsolódó minden kommunikációs felületen megjelen terméklogótól, a színházban való megjelenésig. Ilyen például az Operettszínházban található tükrük gravírozása, Nivea vitrin kihelyezése, hostess aktivitás az el adások körül. A kampány jelenleg is fut.

Hogy látod a Fuse-t egy év távlatában? Hogy látod 5 év múlva?Egy év távlatában célunk, hogy minél több, a Bajadérhoz hasonló, sikeres projekt valósuljon meg a Fuse égisze alatt és,hogy az ügyfeleink aktívan nyissanak a Fuse kínálta, új megoldások irányába.

A Fuse bár névleg most alakult Magyarországon, az OMD tervez i mögött többéves tapasztalat van ezen a területen (K&H olimpiai tartalom szponzoráció, Mc Donald’s port.hu szponzoráció, Nivea for men digitális szponzoráció, stb.)

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What kind of future prospects do you visualize for Fuse in one year from now and in five years from now?Our aim for the following year is to realize under the aegis of Fuse as many successful projects similar to Bajadér as possible, and to develop open-mindedness among our clients to the solutions offered by Fuse. Although the division named Fuse was set up only this year, the planners at OMD have several years of experience in this field (K&H Olympic Games content sponsoring, McDonald’s port.hu sponsoring, Nivea for men digital sponsoring etc.) So the knowledge was already there, but I believe we can gain a lot more of these opportunities together withour clients.

We aim to make sure that in Fuse Hungary is set as a professional benchmark in branded entertainment not only for clients but for the media, too.

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least hang around in these circles. Fuse in Sydney came up with the following idea: They procured fifty real-life dream positions to be filled and they provided these opportunities to the target-group with the help of V-RAW energy drink. (Applications for these positions could be entered via a Myspace/v-raw page to such cool companies as Diesel or local fashion magazines). As a result of the campaign the planned figures were doubled.

Project Nivea Bajadér. The first Fuse project in Hungary, please tell me about it.The reason why this project is so importantfor us is because Beiersdorf indicated to us

that along with the “safety options”, they were also open to non-conventional communication with Nivea Visage Expert Lift. The target group analysis of this product (women of AB status,aged 50 to 59) revealed that it was this very group members like and seek for active formsof culture and entertainment. At the time of

the campaign the Budapest Light Opera and Musical Theatre launched a new show - The Bajadér.

This piece is particularly popular among females. GFMO and Fuse Hungary worked out a co-operation centred around this theatre piece, which includes Nivea presence on every communication surface related to this piece, theatre appearances eg. engravings on the mirrors of the theatre, setting up a Nivea display-case, hostess activities at thetheatre etc.. This campaign is still running.

What would be a dream project for Fuse in Hungary?Projects that are similar to the one with V-RAW and have the characteristics of being able to get even several clients active and may even work for the benefit of society.

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What kind of future prospects do you visualize for Fuse in one year from now and in five years from now?Our aim for the following year is to realize under the aegis of Fuse as many successful projects similar to Bajadér as possible, and to develop open-mindedness among our clients to the solutions offered by Fuse. Although the division named Fuse was set up only this year, the planners at OMD have several years of experience in this field (K&H Olympic Games content sponsoring, McDonald’s port.hu sponsoring, Nivea for men digital sponsoring etc.) So theknowledge was already there, but I believe we can gain a lot more of these opportunities together withour clients.

We aim to make sure that in Fuse Hungary is set as a professional benchmark in branded entertainment not only for clients but for the media, too.

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least hang around in these circles. Fuse in Sydney came up with the following idea: They procured fifty real-life dream positions to be filled and they provided these opportunities to the target-group with the help of V-RAW energy drink. (Applications for these positions could be entered via a Myspace/v-raw page to such cool companies as Diesel or local fashion magazines). As a result of the campaign the planned figures were doubled.

Project Nivea Bajadér. The first Fuse project in Hungary, please tell me about it.The reason why this project is so importantor us is because Beiersdorf indicated to us that along with the “safety options”, they were also open to non-conventional communicationwith Nivea Visage Expert Lift. The target group analysis of this product (women of AB status,aged 50 to 59) revealed that it was this very group members like and seek for active formsof culture and entertainment. At the time of the campaign the Budapest Light Opera and Musical Theatre launched a new show - The Bajadér.

This piece is particularly popular amongfemales. GFMO and Fuse Hungary worked out a co-operation centred around this theatre piece, which includes Nivea presence on every communication surface related to this piece, theatre appearances eg. engravings on the mirrors of the theatre, setting up a Niveadisplay-case, hostess activities at thetheatre etc.. This campaign is still running.

What would be a dream project for Fuse in Hungary?Projects that are similar to the one with V-RAW and have the characteristics of being able to get even several clients active and may even work for the benefit of society.

onmedia@omd.huwww.omd.hu