Understanding the true definition of networking

To me, a network would be something where information flows in multiple directions, where there is osmosis, where there is exchange of thoughts and ideas, where there is knowledge of other components and elements of the network, where everything is interconnected.

Media strategy, media planning and media buying are certainly areas where a network, in the truest sense of the word, could contribute significantly to the fortunes of a brand. In the world of media agencies, the rampant use of the phrase 'strength of the network' is almost laughable. In most cases, all that the consumer, the advertiser, sees (and gets) is a list of offices that are at his disposal. That is the network. And that just will not do.

While we all live through the heady success and power of the procurement departments at all the big advertisers, it might be a good idea to see the power of procurement as short-term. Once agencies have learnt to deal with procurement, the focus will be back on the true deliverables of the business: media understanding, planning and negotiations.That's when the concept of the network will come into play.

As the world gets smaller, local offices will have to contribute to understanding and strategy, not just in media operations, as was the case ten years ago. The larger agencies (and I refuse to call them networks) have learnings in various offices that will be of great value in other offices. For example, if Tiger Beer came to India (and it will, sooner rather than later), the Singapore learnings could be adapted and applied to the brand's advantage, saving both time and money in the brand building process.

Similarly, there might be learnings and expertise in one market on, say, digital, which could be of immense benefit to another. Could the success of a digital campaign in Indonesia be replicated in Hong Kong with the time-to-market compressed thanks to the knowledge travelling? While I would be exaggerating to say no such osmosis occurs, the fact is that far less occurs than should be the case. The advantage we have in this market is that the Asia-Pacific region is defined, in most cases, as one office and have common senior management, making it eminently easier to make these 'cultural' changes.

The elements for a physical network exist. What needs to change is the way executives at all levels in different offices view each other.

When they see each other as colleagues, and not as people who work in the same company but in a different country, that's the day you can truly say you have a network.

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This article was originally published in the 20 May 2010 issue of Media.