Madison & Vine by Scott Donaton, Scott Donaton

By Scott Donaton, Scott Donaton

From the pointy decline in CD revenues to the fragmentation of community television audiences, the enterprise versions of the leisure and advertisements industries are displaying critical cracks. ads Age editor Scott Donaton-- who coined the time period Madison & VineTM--lays out a case for why those industries might want to converge to outlive, overcoming hurdles and growing enterprise types in accordance with content-commerce partnerships. Madison & Vine unearths how new know-how is disrupting conventional enterprise versions, giving the patron extra keep an eye on over the product. Donaton explains how those industries might want to conquer mistrust, divergent agendas, and artistic conflicts to shape at the same time helpful alliances--or face the specter of extinction. Examines the standards that threaten company types of the ads and approximately each leisure area Relates the glamorous within tales of fashionable Madison & Vine alliances "A impressive research of the intersection of Madison and Vine. This convergence is the longer term monetary version of the leisure and ads industries."--Mark Burnett, Creator/Executive manufacturer of "The Apprentice" and "Survivor" "Scott Donaton [has] written the definitive publication concerning the mutual gain that occurs whilst filmmakers and agents collaborate." --Harvey Weinstein, President, Miramax movies Corp. "Scott Donaton does greater than lay out a highway map of the longer term. A notice to people who wish a few motion during this crazily converging techno-centric global: learn this ebook or be left behind."--Stanley Bing, bestselling writer of What may Machiavelli Do and Fortune journal columnist "Unique and insightful, Scott presents an insider's inspect the evolving company types of leisure and advertising."--Donny Deutsch, Chairman and CEO, Deutsch Inc. "Scott Donaton understands crucial factor there's to grasp concerning the media company and that is what is taking place to the advertisements enterprise. during this sharp, witting, and prescient ebook, he imagines the way forward for our company. it is a new game."--Michael Wolff, writer of Autumn of the Moguls and self-esteem reasonable columnist "If you're employed within the media companies, this publication may help you determine what you need to do with the remainder of your lifestyles earlier than it is too late."--Kurt Andersen, bestselling writer, editor, and host of NPR's "Studio 360"

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So where are we going? Away from [commercials] in pods. Away from broadcast TV as the anchor medium. Away from product placements that are gratuitous because they lack a compelling idea. Because in today’s marketing and media environment 29 30 Madison & Vine only the naive and foolish confuse presence with impact. “Presence is easy. ” Where are we headed? We’re headed to ideas that bring entertainment value to our brands, and ideas that integrate our brands into entertainment. We’re moving to ideas that use celebrities to illustrate, enhance, and extend the values that underpin our brands.

If I’m right about our network and its power, we can help open a movie with our packages, we can popularize and sell new music; we can drive awareness, differentiation and interest. Our goal: to become as critical to your marketing as you are to ours, to leverage our network just like you leverage yours. We’re all comfortable with our traditional roles. Hollywood creates culture, defines what’s interesting, hip, and relevant. Madison Avenue interprets brand values and defines the connections to culture in a contemporary and interesting way.

That’s because such conglomerates have often been cobbled together via a series of acquisitions of smaller companies with fiercely independent chiefs who insist on maintaining a high level of autonomy as a condition for selling. “To really get collaboration, you have to work with principals,” Heyer said. “Employees are afraid of it. It’s not what they get paid to do. ” Large ad agencies and other traditional advertising companies tend to be more bureaucratic, in Heyer’s view, and less willing to take risks.

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