This week, my master’s reading on “Global Media Planning Foundations” has prompted me to think about the evolving challenges facing media planners in today’s digital landscape. I am working on a more structured academic assignment on this subject (which will follow once I stop overthinking it), but for now I wanted to share some initial thoughts sparked by the reading this week, particularly in the context of ad avoidance, the rapid pace of digital channels, and the fragmentation of consumer attention.

The Scarcity of Attention in a Digital Age

One of the most striking realisations from this week is just how precious and fleeting consumer attention has become. With the rise of multi-device ownership and lightning-fast internet, audiences are inundated with content, making it increasingly difficult for brands to cut through the noise. The learning this week highlighted that media planners have to grapple with not only reaching their audience but also holding their attention long enough to make an impact. This is especially true as ad avoidance behaviours, like ad-blocking and simply ignoring ads, have become the norm rather than the exception.

Fox’s experiment with “MasterChef Junior” is a powerful example of innovation in this space (Steel 2015). By offering viewers the choice to watch a single, interactive 60-second ad in exchange for an uninterrupted episode, Fox addressed viewer fatigue and ad-blocking head-on. This approach not only improved the user experience but also demonstrated that brands and platforms need to rethink traditional advertising models to stay relevant. The lesson here is clear: in a world where consumers have more control than ever, media planners have to prioritise creative, non-intrusive solutions that respect the audience’s time and preferences.

Fast-Moving Channels and the Need for Agility

The other thing that struck me, is the speed at which digital channels and consumer behaviours evolve. Platforms like YouTube, TikTok, Snapchat, and Instagram are constantly updating their features and algorithms, requiring media planners to be agile and adaptive. The case study on Adidas’s “Boss Everyone” campaign was particularly inspiring (Creativepool ND). Tapping in to meme culture and short-form video content, Adidas captured the attention of Gen Y and Z audiences, resulting in 150 million views and a 95% retention rate - all with zero media spend. This success was achieved by combining a deep understanding of platform dynamics and a willingness to experiment with bold, culturally relevant content.

For me, this highlights the importance of not just keeping up with trends but also anticipating where the next wave of engagement might come from. Media planners have to be ready to pivot, test new formats, and learn from real-time data to stay ahead of the curve.

Fragmented Digital Attention and the Power of Inside Out Thinking

Perhaps the most compelling challenge is the fragmentation of digital attention. Consumers are no longer following linear journeys; instead, they move fluidly between devices, platforms, and content types. This makes it harder for brands to deliver consistent messaging and build meaningful connections.

This is where my work on “inside out thinking” comes into play. At its core, Inside Out thinking is about encouraging brands to communicate authentically, starting from their own values and purpose, rather than just reacting to external trends or chasing the latest buzzwords. By anchoring campaigns in genuine purpose, brand identity and mission, marketers and communicators can create content that resonates on a deeper level, even in the face of fragmented attention.

Here's my 'triple-A' takeout from this week:

• Attention is a scarce resource: Media planners must prioritise creative, non-intrusive strategies to capture and retain consumer attention.

• Agility is essential: The rapid pace of digital channels demands constant experimentation and adaptation.

• Authenticity matters: Inside Out thinking enables brands to cut through the noise by communicating from a place of genuine purpose and identity.

Looking ahead, I am keen to explore how these insights can be applied to real-world campaigns, particularly in my work with clients who are striving to build stronger, more authentic connections with their audiences.

This week has been a reminder that, while the challenges facing media planners are significant, they also present exciting opportunities for innovation and creativity. I look forward to diving deeper into these themes in my upcoming assignment and continuing the conversation here.

References

Boss Everyone (n.d.) Boss Everyone by Iris for adidas [online]. Creativepool. Available at: https://creativepool.com/irisworldwide/projects/adidas-boss-everyone-for-adidas (Accessed: 8 June 2025).

IRIS Worldwide (n.d.) Boss Everyone: Adidas social campaign, WARC [online]. Available at: https://www-warc-com.eu1.proxy.openathens.net/Content/aebd9c35-53e4-4401-b7f8-9b283694d166?CID=A110245 (Accessed: 8 June 2025).

Steel, E. (2015) Fox.com Aims to Conquer Ad Avoidance With ‘MasterChef Junior’ Experiment. The Wall Street Journal. Available at: https://www.wsj.com/articles/fox-com-aims-to-conquer-ad-avoidance-with-masterchef-junior-experiment-1439941625 (Accessed: 8 June 2025).