![]() ![]() So when it comes to preparing a competitive report to your client.don't report the reported dollars, because we all know they are wrong. As long as you know everything is consistently inaccurate, then there is still a way to come up with accurate learning. The tool doesn’t have to be perfect to give you a perfect alignment as long as all the parts are “uniformly imperfect.” And that is the case with competitive reporting data. ![]() It’s as if you are building a tool to accurately align things. So while we know that the reported dollars are all wrong, we do know that the level as to how wrong all the reported dollars are is constant. The known data is constant as are the algorithms used to manipulate it. However, We do know that these limitations are uniformly applied. We know that nearly every dollar of reported spending is incorrect because it is an estimation based on algorithms designed to apply common denominators to what is known, but not reporting what is not known. We know the limitations of all the reported dollars spent. Now apply the concept of Heisenberg’s Principle to reviewing competitive spending by the various syndicators. That is like asking someone if he/she knows what time it is, and having him/her respond, “No I don’t know what time it is … but I do know with a very high level of certainty what time it isn’t.” However we can tell you exactly how uncertain we are of its whereabouts.” ![]() If it isn’t there, we don’t know where it is. “We believe this is the location of this particle. So even though we weren’t certain about exactly where a certain particle was located, because we knew its momentum, we could calculate exactly how uncertain we were about that location. Ultimately, Heisenberg was able to quantify the lack of precision and turn it into a constant. In other words, the more accurate the "x-axis" point is, the less accurate the "y" can be. It states that in quantum physics, the more precisely the position of a subatomic particle is determined, the less precisely its momentum can be known, and vice versa. “Even Sheldon Leonard of The Big Bang Theory can’t tie all this shit together and give us reasonable direction,” you think.Ĭonsider the Heisenberg Uncertainty Principle, developed by Werner Heisenberg in 1927. Local radio is only reported in large markets, the newspaper in this market isn’t reported, Only the top four local TV network stations are reported in that market… The list goes on and on. This is always a challenge because no matter what syndicated resource you use, the data is full of asterisks. So why, with all this inaccurate data, do we continue to go to Kantar, MonitorPlus, Competitrack, or the handful of others when we know that we are going to be less than happy with the results? Because the client demands it and it is the only data we have… You the media planner, or the account supervisor are going to get very nervous because the client always demands a level of precision that isn’t there, and the presentation you have to develop could easily go out of control if he/she starts questioning methodologies, what is and isn’t included, etc. It seems like about every six months we have to do competitive media reporting for our clients. ![]()
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