How AI is transforming Media Planning, Buying and Analytics
James Mullany · June 22, 2024
media strategiesai powered media buyinganalyticsmedia planning
In this video, James Mullany, Group Director of Media at Beeby Clark+Meyler, explains how AI is transforming media planning, buying, and analytics. He details his agency’s approach to discovering, vetting, and integrating innovative AI tools and partnerships to enhance digital marketing campaigns for their clients.
0:00 [Music]
James: My name is James Mullany. I'm the Group Director of Media at Beeby Clark+Meyler (BCM) and have been with them since 2010. We are a full-service independent agency based in Connecticut, helping brands with all stages of digital marketing campaigns, research, planning, and buying.
0:33
James: I handle analytics and work on media planning and buying with brands across industries such as B2B, travel, CPG, and retail—focusing on cost per sale or cost per lead. For us, it's a game-changer in advancing our strategies.
1:12
James: This opportunity allows us to revise our service offerings, processes, skill sets, and certifications. As a smaller independent agency, we are nimble and never focus on building proprietary technology; instead, we explore external partnerships.
1:39
James: We focus on exploring partners and technologies—both domestic and international—that develop faster than we could internally. We began applying AI in our media programs about seven years ago, and its rapid expansion over the past couple of years has been tremendous.
2:07
James: From research to media planning, buying, and analytics, all stages have seen AI advancements. Although it's challenging, we rely on our experience to evaluate and identify the right tools. One method we use is promoting their use internally.
2:38
James: We run agency-wide competitions with AI tools, including contests for creative prompts, and offer prizes for submissions featuring lesser-known tools beyond popular options like ChatGPT. Additionally, we formed groups such as the AI Country Club for dedicated hands-on exercises.
3:06
James: We push each other to use innovative tools that might otherwise go undiscovered within our teams. This might include trying out a new PowerPoint visualization AI tool or another breakthrough solution.
3:35
James: In one meeting, we discovered Pictory—a tool I might not have encountered otherwise. Participation in the AI Marketers Guild is also a valuable resource for identifying new partners and tools, building on our history as a smaller independent agency.
4:05
James: We have developed criteria to discover and vet tools, ensuring they are the right fit for us and our clients. With thousands of options available, it's essential to codify our requirements to efficiently identify the best choices.
4:32
James: Our goal is to identify the most applicable tools by encouraging active participation. Forcing the discoverability of innovative solutions is challenging, yet the excitement generated has been substantial.
4:59
James: Our agency-wide competitions evolved into an extracurricular activity. We recognized that individuals were researching tools on their own, so we established a country club format with a dedicated budget for tools that extend beyond standard free trials—often prompted by client requests.
5:31
James: With that dedicated budget, we identify active participants—from juniors with less than six months of experience to co-founders, directors, and managers across various disciplines.
5:55
James: We have representation across creative, client services, programmatic, social, and search. This diverse input benefits us, much like using any other tool—from CRM systems to media software.
6:20
James: Time and again, Silicon Valley innovations have outperformed traditional Madison Avenue approaches. Many companies from that era no longer stand, which informs our investment strategy of focusing on tech-based tools.
6:55
James: It isn’t solely about Silicon Valley; many powerful tools come from other regions, like Israel. Our experience has allowed us to codify criteria for effectively identifying these tools.
7:24
James: Finding companies that match our needs—and packaging their solutions for our clients—takes significant trial and error. For example, agreeing on legal terms can be challenging for brands working with these tech tools.
7:56
James: When brands struggle with prioritizing legal agreements, our ability to secure workable contracts with tech solution providers enables our clients to enter the market faster by applying existing tools rather than building them from scratch.
8:22
James: This approach also accelerates the adoption cycle; working with diverse platforms lets us assimilate to their language and workflows without reinventing the wheel.
8:51
James: Exposure to various tools allows our team to progress quickly. Additionally, in our vendor research, we swiftly identify companies eager to partner with agencies like ours.
9:19
James: It's important to find partners willing to collaborate closely, as many early-stage tools seek proof-of-concept, pilot studies, and feedback. We work hands-on with tech teams rather than acting as a mere end user.
9:52
James: For an independent agency like ours, strategic partnerships are key. We use our established criteria to identify partners that fit our needs so that we can help our clients advance faster through our vetted solutions.
10:21
James: Depending on the price point, we invest in tools like a social creative solution for pre-test optimization. Before launching an ad, this tool predicts how different creative variations will perform, saving time and budget.
10:51
James: Based on billions in ad spend data, we know when a creative isn’t likely to perform and avoid running it. That tool costs $2,500 for a 12-month agreement—an investment we’re comfortable with unless a tool’s cost is exorbitantly higher. This evolving landscape led us to develop a unified tech stack.
11:22
James: We created a unified tech stack called Ventas instead of relying on individual partner names. Partners, vendors, and technologies can move in and out of Ventas based on each client’s needs, ensuring flexibility in our AI applications.
11:53
James: This approach prevents our AI service from being tied to a single vendor, as the landscape evolves rapidly. Our agreements with clients also vary; some require that no generative AI be used, while others implement a review process to assess its impact.
12:23
James: Some clients prefer no generative AI, whereas other clients require a review of its impact. For instance, we don’t recommend using generative AI for logos or high-brand-value slogans—the strategy is tailored to each client.
12:56
James: Our solution emphasizes transparency regarding the origins of ideas and assets. Whether assets come from a stock library or are assisted by tools like Anyword or ChatGPT, we ensure our clients know exactly where the content is sourced.
13:30
James: We make agreements in advance with our clients to establish comfort levels with various AI applications. This proactive communication prevents creative approvals from slowing down the overall process.
14:02
James: We strive to avoid unproductive delays in media activation. By not committing exclusively to one tool, we remain agile—ready to adopt the next wave of innovation. Some tools have served us well for up to eight years, while others are much newer.
14:32
James: There is a distinct difference in the longevity of the tools we use—some last years, others mere weeks. Recently, pre-test optimization tools such as our Ventas AI tech stack have become the backbone of our media offering.
15:03
James: In the pre-campaign stage, we have observed significant growth and excitement. Before launching a campaign, we utilize research tools and technologies that enhance our signal mining within Ventas, including consumer data intelligence tools that use natural language processing.
15:34
James: These tools uncover audience motivations, preferences, and values, enabling us to develop insights faster and more accurately to inform the creative process. Recent advancements have also allowed us to use AI for scaling creative production effectively.
16:02
James: We’ve leveraged generative AI both to scale production and to cap production when assets aren’t performing as expected. Recent discussions and webinars have also focused on enhanced data analysis and analytics.
16:29
James: Our ability to uncover insights at scale has drastically improved over time. I recall when I used to analyze endless rows and columns of data manually—today, computer vision and AI handle that for us.
16:57
James: Modern analytics allow us to determine which ads perform better across different segments and platforms by examining specific visual details. Tools can distinguish between elements like lakes, woods, and oceans in imagery.
17:30
James: These tools also analyze features such as images with one person versus a group, and track specific language use. The speed and scale of data analysis now let me wrap up research much earlier, enhancing our Ventas AI tech stack during both pre-launch and post-launch evaluations.
17:57
James: While many perceive AI tools as solely for generating copy or scaling ad production, there is much more intelligence involved. Many agencies and brands have yet to fully leverage the expansive capabilities of these technologies.
18:26
James: In reality, AI extends far beyond copy generation and ad scaling—it drives deep strategic insights and operational efficiencies. [Music]
0:00 [Music]
James: My name is James Mullany. I'm the Group Director of Media at Beeby Clark+Meyler (BCM) and have been with them since 2010. We are a full-service independent agency based in Connecticut, helping brands with all stages of digital marketing campaigns, research, planning, and buying.
0:33
James: I handle analytics and work on media planning and buying with brands across industries such as B2B, travel, CPG, and retail—focusing on cost per sale or cost per lead. For us, it's a game-changer in advancing our strategies.
1:12
James: This opportunity allows us to revise our service offerings, processes, skill sets, and certifications. As a smaller independent agency, we are nimble and never focus on building proprietary technology; instead, we explore external partnerships.
1:39
James: We focus on exploring partners and technologies—both domestic and international—that develop faster than we could internally. We began applying AI in our media programs about seven years ago, and its rapid expansion over the past couple of years has been tremendous.
2:07
James: From research to media planning, buying, and analytics, all stages have seen AI advancements. Although it's challenging, we rely on our experience to evaluate and identify the right tools. One method we use is promoting their use internally.
2:38
James: We run agency-wide competitions with AI tools, including contests for creative prompts, and offer prizes for submissions featuring lesser-known tools beyond popular options like ChatGPT. Additionally, we formed groups such as the AI Country Club for dedicated hands-on exercises.
3:06
James: We push each other to use innovative tools that might otherwise go undiscovered within our teams. This might include trying out a new PowerPoint visualization AI tool or another breakthrough solution.
3:35
James: In one meeting, we discovered Pictory—a tool I might not have encountered otherwise. Participation in the AI Marketers Guild is also a valuable resource for identifying new partners and tools, building on our history as a smaller independent agency.
4:05
James: We have developed criteria to discover and vet tools, ensuring they are the right fit for us and our clients. With thousands of options available, it's essential to codify our requirements to efficiently identify the best choices.
4:32
James: Our goal is to identify the most applicable tools by encouraging active participation. Forcing the discoverability of innovative solutions is challenging, yet the excitement generated has been substantial.
4:59
James: Our agency-wide competitions evolved into an extracurricular activity. We recognized that individuals were researching tools on their own, so we established a country club format with a dedicated budget for tools that extend beyond standard free trials—often prompted by client requests.
5:31
James: With that dedicated budget, we identify active participants—from juniors with less than six months of experience to co-founders, directors, and managers across various disciplines.
5:55
James: We have representation across creative, client services, programmatic, social, and search. This diverse input benefits us, much like using any other tool—from CRM systems to media software.
6:20
James: Time and again, Silicon Valley innovations have outperformed traditional Madison Avenue approaches. Many companies from that era no longer stand, which informs our investment strategy of focusing on tech-based tools.
6:55
James: It isn’t solely about Silicon Valley; many powerful tools come from other regions, like Israel. Our experience has allowed us to codify criteria for effectively identifying these tools.
7:24
James: Finding companies that match our needs—and packaging their solutions for our clients—takes significant trial and error. For example, agreeing on legal terms can be challenging for brands working with these tech tools.
7:56
James: When brands struggle with prioritizing legal agreements, our ability to secure workable contracts with tech solution providers enables our clients to enter the market faster by applying existing tools rather than building them from scratch.
8:22
James: This approach also accelerates the adoption cycle; working with diverse platforms lets us assimilate to their language and workflows without reinventing the wheel.
8:51
James: Exposure to various tools allows our team to progress quickly. Additionally, in our vendor research, we swiftly identify companies eager to partner with agencies like ours.
9:19
James: It's important to find partners willing to collaborate closely, as many early-stage tools seek proof-of-concept, pilot studies, and feedback. We work hands-on with tech teams rather than acting as a mere end user.
9:52
James: For an independent agency like ours, strategic partnerships are key. We use our established criteria to identify partners that fit our needs so that we can help our clients advance faster through our vetted solutions.
10:21
James: Depending on the price point, we invest in tools like a social creative solution for pre-test optimization. Before launching an ad, this tool predicts how different creative variations will perform, saving time and budget.
10:51
James: Based on billions in ad spend data, we know when a creative isn’t likely to perform and avoid running it. That tool costs $2,500 for a 12-month agreement—an investment we’re comfortable with unless a tool’s cost is exorbitantly higher. This evolving landscape led us to develop a unified tech stack.
11:22
James: We created a unified tech stack called Ventas instead of relying on individual partner names. Partners, vendors, and technologies can move in and out of Ventas based on each client’s needs, ensuring flexibility in our AI applications.
11:53
James: This approach prevents our AI service from being tied to a single vendor, as the landscape evolves rapidly. Our agreements with clients also vary; some require that no generative AI be used, while others implement a review process to assess its impact.
12:23
James: Some clients prefer no generative AI, whereas other clients require a review of its impact. For instance, we don’t recommend using generative AI for logos or high-brand-value slogans—the strategy is tailored to each client.
12:56
James: Our solution emphasizes transparency regarding the origins of ideas and assets. Whether assets come from a stock library or are assisted by tools like Anyword or ChatGPT, we ensure our clients know exactly where the content is sourced.
13:30
James: We make agreements in advance with our clients to establish comfort levels with various AI applications. This proactive communication prevents creative approvals from slowing down the overall process.
14:02
James: We strive to avoid unproductive delays in media activation. By not committing exclusively to one tool, we remain agile—ready to adopt the next wave of innovation. Some tools have served us well for up to eight years, while others are much newer.
14:32
James: There is a distinct difference in the longevity of the tools we use—some last years, others mere weeks. Recently, pre-test optimization tools such as our Ventas AI tech stack have become the backbone of our media offering.
15:03
James: In the pre-campaign stage, we have observed significant growth and excitement. Before launching a campaign, we utilize research tools and technologies that enhance our signal mining within Ventas, including consumer data intelligence tools that use natural language processing.
15:34
James: These tools uncover audience motivations, preferences, and values, enabling us to develop insights faster and more accurately to inform the creative process. Recent advancements have also allowed us to use AI for scaling creative production effectively.
16:02
James: We’ve leveraged generative AI both to scale production and to cap production when assets aren’t performing as expected. Recent discussions and webinars have also focused on enhanced data analysis and analytics.
16:29
James: Our ability to uncover insights at scale has drastically improved over time. I recall when I used to analyze endless rows and columns of data manually—today, computer vision and AI handle that for us.
16:57
James: Modern analytics allow us to determine which ads perform better across different segments and platforms by examining specific visual details. Tools can distinguish between elements like lakes, woods, and oceans in imagery.
17:30
James: These tools also analyze features such as images with one person versus a group, and track specific language use. The speed and scale of data analysis now let me wrap up research much earlier, enhancing our Ventas AI tech stack during both pre-launch and post-launch evaluations.
17:57
James: While many perceive AI tools as solely for generating copy or scaling ad production, there is much more intelligence involved. Many agencies and brands have yet to fully leverage the expansive capabilities of these technologies.
18:26
James: In reality, AI extends far beyond copy generation and ad scaling—it drives deep strategic insights and operational efficiencies. [Music]