Is media keeping your brand miles ahead?

Gladys Rondina-Basinillo, General Manager and Chief Operating Officer of Carat Philippines.

They say the difference between an average company and a top company could be summed up in two words: And More.

Top companies are solutions-oriented, understanding and showing  genuine interest in their clients’ problems. And more.

Top companies are independent and not bound by bureaucratic set-ups of conglomerates, which make them flexible.

Top companies have, naturally, top people, people who do what is expected of them and deliver more.

“When you give more than what clients expect, the extras bounce back to you,” says Gladys Rondina-Basinillo, the workaholic general manager and Chief Operating Officer of Carat Philippines, whose Manila office is part of the world’s biggest independent media network, Aegis Media.

Basinillo and her team are media specialists who wouldn’t put a client’s ad in just any newspaper or broadcast network without accurate data and comprehensive research.

“Advertisers are smart and always look for their ’return on investments. Our relationship with them is not transactional. We give them a business value borne out of ‘Carat malasakit,” she says.

The single mom who rose from the ranks started as a 19-year-old media buyer for the then Aspac & Grey under the tutelage of media guru Louie Rogacion. Since then, she became a media planner, media manager, media group head, associate media director, media director, business unit head in JRomero, Campaigns & Grey, Basic until it became Zenith Optimedia.

She confesses to going to the same job if given a second life. BusinessMonday  tells us more about the exciting world of media:

BM: People keep referring to print, radio and TV as traditional media, which shouldn’t be. In the light of new media explosion, give us compelling reasons why they should still be a medium of force.

GB: Internet penetration has not covered half the Philippine population as of today. TV’s reach is across the country, radio is going strong and print plays an important informative role.

Convergence is showing us that the content of the more established media is still very relevant. The form in which they are received, however, is changing. People are watching TV online, listening to the radio on their phones, reading newspapers on their tablets.  To strictly divide media into traditional and non-traditional is not entirely accurate. Rather, what we should understand is the convergence that is going on.

BM: How digital-savvy and extensive is Carat’s clout?

GB: Globally, Carat invests ahead of its peers in digital capabilities, including having the highest number of people employed in digital roles.

We are defining market-leading infrastructure relationships with key partners including Google, Apple, Amazon and Facebook.

Our local clients enjoy preferential rates from our global contracts, and locally, we have the best of class capabilities with a combined pool of 100 people across both digital brands: iProspect, a performance marketing agency which won Agency of the Year—iMedia 2012; and Isobar—Digital Agency Network of the Year, Campaign 2011 and 2012.

BM: Why would advertisers choose Carat over other media agencies?

GB: Carat exists to create business value through our command of media convergence. This reality is removing barriers between disciplines, channels and platforms to create an empowered, connected culture of people who engage with businesses on their own terms, through the full media ecosystem.

We place people squarely at the center of decision-making. That’s why we built the world’s most in-depth system about people’s relationships with media: CCS (Consumer Connection System) and continue to invest in the latest data and analytics capabilities.

Locally, we did the first run in 2012 with a nationwide survey of 3,000 respondents. We also did a 2013 Update. This is a very comprehensive survey with more than 200 attitudinal statements and 60 measurable media touchpoints.

CCS Planner, an adjunct tool, creates and optimizes plans linked directly to brand KPIs such as awareness, engagement and trial, the only one of its kind in the industry.

The revitalized Carat management (in the Philippines) was able to turn around our shop in less than two years. We are now the fastest growing media agency in the country with 30-percent growth.

Our CEO Angelito, “Boy P,” Pangilinan and myself as COO have strong market credentials coming from leading agencies. From being practically unknown, Carat became the agency to beat as we have pitched against the top agencies and won.

BM: Advertisers’ budgets could run to millions. Why would advertisers trust their budgets on Carat?

GB: We have a proven track record of delivering commitments. We follow a process that includes deal optimizations, flexibility and relationships. These are put together with quality and innovation in trading which results in better value and performance, thereby creating market advantage for our clients.

More importantly, we are all about transparency and integrity. We encourage our clients to be part of our negotiations with media vendors. And we do encourage audits.

BM: Media is more than buying space or airtime, how creative and efficient is Carat?

GB: Carat has the capabilities to provide a total communications campaign, or an end-to-end media solution. We do content creations, tactical creatives, PR, talents negotiations and event management.

Last year, we launched our own internal creative awards ACME (Aegis Creative Media Excellence) to encourage creativity and innovation. We even  have our own “Carat Mind” whose objective is to draw creativity from fresh, unadulterated minds.

Cobra Tunay Na Lakas, First Five and RhumRockfest are results from Carat Mind’s output. We’ve produced quality tactical creatives: TV, radio and print ads and other creative materials at extremely low cost.

BM: The most substantial value that you give to your clients.

GB: We deliver outcome and not output. Value can no longer be just about discounts or savings alone. Rather, business value is being able to help our clients drive profitable growth such as increase sales, ROI, brand equity and loyalty.

BM: How do you treat clients with smaller budgets?

GB: We treat them the same way. However, we are very honest with them and we do not over-promise. We encourage them to be more aggressive and open to nontraditional ways of media planning and buying.

For example, a client with small budgets can consider exclusive airing in one program, channel or even media depending of course on their marketing strategy. The key really is to reach the target market efficiently and effectively. It is our responsibility to give our clients all available options where they can really stand out, complete with trade-offs and compromises.

BM: Media is where the money is, even 15 years ago. Do you think people who handle this business need a lifestyle check?

GB: Honestly I don’t think that’s needed. Most of the huge global media specialists are bound with their respective code of ethics. There are checks and balances internally within the organization and externally with the clients as well.

At the end of the day, people who are involved won’t last. I’d like to believe that majority of the media practitioners are honest, decent and very professional with their dealings. Otherwise, they will lose clients. Also, more audits are becoming a way of life today, which is good for the industry.

BM: Why do some clients follow you wherever you go?

GB: Do they? Or maybe, I’m the one who follows them. It’s really a matter of perspective. Personally I’m very thankful to my clients who have trusted me all these years. We’ve reached a “partner” status relationship with some of our clients that has gone beyond being merely transactional. In Carat, we make sure that we nurture the trust given to us by our clients in all aspects of our servicing.

BM: What kind of a boss are you?

GB: I’m not the typical boss. For one I don’t like being called “Ma’am”, or Ms Gladys or “Madam.” These terms connote a higher position, which could be alienating to the team. In fact, I’m called “Direk” in the industry, my team, clients and media partners. I like it because that’s what I do anyway. I practically manage, guide and give overall direction. I empower them and let them do their job independently. The secret is, knowing when to step in and when to step out.

BM: Who is Gladys Rondina-Basinillo after office?

GB: A very simple person with simple pleasures in life. As I climbed the corporate ladder I never changed anything. I spend my free time mostly with my daughters, Denise and Paola. They call themselves Depao as if they’re one person. I adore them—sweet, caring and very smart. We eat out, go to the mall, do house chatting and joking around.

After a pitch or a toxic day, I go out with my team for dinner or some drinks. When I have time, I try to visit my old friends from Laguna and yes go home to my mom in Los Baños. Exactly, the opposite of hyper “Direk” in the office—simple, bordering on boring but I’m cool with that. I think that’s where the balance comes in.