The "Five Cs" at the Core of On-Off Integrated Marketing: A Framework for Enhancing Practical Capabilities (Part 2)

For many companies, coordinating online (digital advertising) and offline (mass advertising) efforts remains a critical marketing challenge. This is the second part of our interview with Takuto Kai, Marin Kamikura, and Mizuki Matsuura from the Marketing Strategy Division at SEPTENI CO.,LTD (hereafter: SEPTENI), which promotes integrated online-offline marketing. In Part 1, we learned about SEPTENI CO.,LTD's strengths and the overview of the "5C Model" framework for enhancing on-off integrated marketing execution. In Part 2, they discuss the results achieved by implementing initiatives based on the 5C Model framework, what is necessary to smoothly advance on-off integrated marketing, and their future goals.

Applying the 5C Model to Real Challenges and Progressing Step by Step

Q. When explaining the "5C Model" to clients, what kind of reactions do you typically receive?

Matsuura: The "5C Model" can be broken down into "5 items × 3 steps," as shown in the table below.

Matsuura: When we explain it this way to clients, we're often told it's "easy to understand," which we appreciate. Since on-off integration is a "means" rather than an "end goal," many companies are unsure where to start. I believe breaking down the process into steps makes it easier to understand. That said, the 5C Model is ultimately a concept; it doesn't specify concrete actions. This part varies by company, so planners and sales then solidify the details through dialogue with each client.

Q. In actual projects, does progress typically follow this 5C model smoothly?

Matsuura: When developing the 5C model, we tested it against actual cases by mapping their progress to these phases. We found that while companies could reach Phase 1 ("Channel Integration"), the hurdles to advancing to Phase 2 ("Mass-Digital Synergy") and Phase 3 ("Online-Offline Integration") were extremely high. The reason is that as we reach the level of integrating mass and digital data, there are increasing tasks we cannot accomplish alone. This necessitates cooperation from the client side in terms of organizational structure.

Kai: Beyond collecting, organizing, and integrating the necessary data from clients, it's also essential to persuade and involve other departments to establish an internal collaborative framework. The reality is that this becomes difficult unless everyone works together as one team. Of course, to overcome this, it's also necessary for agencies like ours to engage in deeper communication with clients. When we hit a wall, we want to jump up to Phase 3 by trial and error together with our clients.

Q. It's also interesting that you've incorporated CTV (Connected TV) advertising within "Phase 1 × Core (Strategy, Distribution, Metrics Integration)." Will CTV indeed become a crucial element as we advance integrated online-offline efforts?

Kamikura: That's correct. Devices like smart TVs that connect to the internet are called "Connected TV." Seeing the expansion in the US market, we believe it will likely grow significantly in Japan too, which is why we're paying close attention. Furthermore, we think introducing Connected TV advertising could be a major catalyst for lowering the barriers to on-off integration.

Connected TV advertising has the unique feature of being both a TV device-based medium and a digital programmatic advertising approach, essentially offering the best of both worlds. Companies with limited TV commercial experience or those that haven't heavily invested in digital can first advertise on Connected TV. This allows them to understand the value and results of distribution as both a TV device medium and a digital programmatic advertising channel. This understanding makes it easier for them to take the next step.

Kai: When supporting a major electronics manufacturer, we established a strategy with connected TV advertising as the initial step. We aimed to achieve a state of continuous results by implementing PDCA cycles under integrated on/offline KPIs.

In another case within the financial industry, we set the goal of improving consumers' "first-mention rate" (the probability they think of the brand first). We deployed creatives tailored to both terrestrial TV and digital. This approach worked effectively, significantly increasing the number of applications. The client was also very pleased with the results.

The cornerstone of on/off integration is a co-creation framework between the company and the agency.

Q. Among the five Cs, is there one element that is particularly crucial?

Kamikura: All are important, but if I had to single one out, it would be Co-Creation (an organizational on-off co-creation system). I believe this C is the most challenging and also the most crucial. Supporting various clients, I've seen firsthand how the very existence of this system fundamentally impacts the scope of what can be achieved and the outcomes that follow.

Matsuura: This applies to co-creation within the client company itself, but it's also vital that co-creation frameworks exist between collaborating companies, like Dentsu Inc. and SEPTENI CO.,LTD. In collaborative projects, we often hear clients express the desire for agencies to "work together effectively and move things forward smoothly." This underscores how crucial this aspect truly is.

Kai: While we position the 5C Model as a framework usable anywhere, not just at our company, I suspect many companies encounter difficulties precisely in the co-creation aspect when trying to implement it.

Matsuura: Among the projects I've handled, there were cases where the client company felt the high barrier of establishing a co-creation framework through communication between internal departments, leading to less than smooth progress. To change the mindset around co-creation frameworks, transformation needs to happen not just at the operational level but across the entire company. Therefore, we make sure to communicate thoroughly to help them understand the significance of integrating online and offline efforts.

Kai: Simultaneously, collaboration with media partners is crucial. As mentioned in the first part, one of my team's missions is to enhance capabilities (organizational capabilities) together with various media representatives. Centered around solutions like the 5C Model and on-off integration, we prioritize communicating our objectives clearly, inviting proposals from the media side, and advancing through mutual dialogue.

Q. Finally, could you share your vision for the ideal state of integrated on-off marketing?

Kamikura: Within our company and with Dentsu Inc. colleagues, we often discuss that the ideal state is one where "thinking about online-offline integration becomes unnecessary." While separating online and offline can be more efficient in some areas, fundamentally, there's no need to separate them. By considering them together, we can develop and execute better strategies. Therefore, the most ideal state is when this becomes the norm. We want to be at the forefront of achieving this ideal. To earn the trust of our corporate clients and be chosen as their partner, we will continue to give our all to each and every project.

Through practicing the "5C Model" with client companies, we were reminded of the importance of cross-departmental collaboration and company-wide mindset transformation. This insight extends beyond online-offline integration; it's perhaps an essential element for any new challenge. If we view online-offline integration as "an opportunity to achieve company-wide mindset and operational transformation," wouldn't we be able to take on the challenge with even greater enthusiasm?