Published by Martine Fuxa on – updated to
The Remind PHD agency cultivates the mix of knowledge and intelligence in all its forms. Marie Costeux, president of the agency, explains in this program the reasons for this singularity and shares her vision of the major current issues…
Remind PHD is an agency born from the merger in 2015 of Remind, then one of the largest independent French digital media agencies, and PHD, one of the global networks of Omnicom Media Group. Tell us about your agency and your big news of the moment…
From this merger of Remind and PHD was born an international network and an amplified ensemble. We have created a mix of the agency to achieve a relatively unique positioning which is reflected in the culture of each of the employees. We rely on the capacity of a network to be able to connect different markets, information, knowledge available from one geographical area to another. But also on all the capacities that we can have within this network concerning the development of tools, innovative strategic approaches, while having the capacity to be able to have a local anchor and to act with our own approaches. Our international force is well distributed across the different zones, throughout America, and across Europe as well. We also have a strong representation in Asia. We have offices in the majority of countries in the world with relay zones also by geographical areas…
How would you define the DNA of Remind PHD, this identity specific to your agency?
The sense of “whole” gives something very special within the agency. Our strength is precisely our ability to take into account different origins, different experiences, and overall to always succeed in finding approaches that are quite common from one person to another and from one team to another. Today, each person within the agency will work on large communication budgets, which are structuring within the teams, while also having clients whose expectations will be completely different.
What are the challenges the media buying market is currently facing?
The fragmentation of audiences is a real subject, and what goes with it too, the fragmentation of offers. This complexity is inherent to our profession. Today, it is impossible to have a monolithic media plan. We have moved away from pure buyer roles and evolved towards strategist roles.
Can you tell us about a campaign that inspired you recently? Which one and why?
In this Olympic year, which still had an impact on us all this summer, we saw some very good things from a communication point of view around sport, whether on the values or the highlighting of the Paralympic Games. Communication has helped to shed much more light on these ordeals and, casually, communication, advertising can also be used for that. In this respect, a campaign that marked me, but in the same way as many others, is the Orange campaign for the Blues. Advertising can also be a vector of value and engagement.
Do you have one or two best practices that you could share with marketing directors who are building their communications campaign in a context of polycrisis…
One piece of advice that I really hold dear is to communicate as much information as possible to the agencies that CMOs work with. In the relationship, business information is crucial for us. Even if it is not directly linked to our activity, whether media or creativity, in fact it is an understanding of the environment in which we operate which is truly fundamental. This is a significant point and all the customers with whom we have this type of exchange allow us to access another dimension of discussion and “to crack” things that we would not have spotted otherwise. . Our environments change a lot. CMO environments are also changing. The exchanges must be close together because in 6 months, lots of things happen. The marketing and communication market is full of opportunities if we can seize them very quickly…
(…) And many other subjects covered in this “Media Convictions” by Marie Costeux, president of the Remind PHD agency
Source: www.e-marketing.fr
