Manon Lanckneus – Unilever

With a six-year tenure at Unilever, Manon Lanckneus’ expertise spans various categories, including food & beverages, haircare, and homecare. After successfully launching The Vegetarian Butcher in Belgium, she pivoted towards media, driven by a passion for communication and a desire to actively work on media & communication strategies. Having transitioned from brand management to media, Manon shares her experiences and sheds light on the crucial role media plays in driving brand growth. Further, she also shares insights on the ever-evolving media landscape.

She’s now part of the Unilever Nutrition DMC (Digital Marketing, Media & eCommerce), overseeing media for the food & beverage brands across Benelux & Nordics. Manon acts as the vital link between brand teams and media agencies. This interview will deep dive into the aspects Manon sees as pivotal objectives for reaching brand growth.

THE SHIFT FROM BRAND MANAGEMENT TO MEDIA

Manon explains that her move to media wasn’t about gaining more influence but adopting a different approach. ”In my current role, my focus is to ensure that brand teams create effective briefings, stay aligned with strategies, and enhance their media skills in this fast-changing media landscape. I’m seeing my role as a translator between brands and our media agency. For me, it’s all about the perfect media execution.

KPIS FOR BRAND GROWTH

Manon identifies two of Unilever’s most crucial KPIs of brand growth: physical and mental availability. ”Physical availability is measured through distribution and online presence, while mental availability is about coming to mind in moments that matter (buying or using situations). Media helps mainly by strengthening and building this mental availability.

She highlights the importance of brand awareness & brand power, considering them good indicators of future brand growth. The combination of physical and mental availability is therefore crucial in positioning brands for success because high brand awareness contributes to increased mental availability.

”Physical visibility is measured through distribution and online presence, while mental availability is about coming to mind in buying or using situations”.

DEFINING MEDIA AND STAYING INFORMED IN A DYNAMIC ENVIRONMENT

Manon provides a comprehensive definition of what constitutes ’media.’ ”For me, media transcends traditional boundaries, encompassing different touchpoints that consumers engage with beyond the product itself. This includes advertising through conventional channels like TV, OOH & radio, as well as retail media.”

”For me, media transcends traditional boundaries, encompassing all touchpoints that consumers engage with beyond the product itself.”

Notably, Manon acknowledges the evolving nature of the media landscape, emphasizing the blurred lines between retail and media. ”Retail media is not treated as a separate entity but rather as an integral part of the total media strategy, contributing to the overarching goal of creating a seamless brand narrative.”

However, staying informed in the rapidly changing landscape of media is essential. Manon sheds light on her approach, emphasizing the blend of internal learning provided by the company with external insights from podcasts, articles, and industry spokespersons. ”Internally, Unilever ensures a continuous learning environment for its teams. Newsletters and training sessions keep the employees aware of the latest developments in the industry. Externally, I engage with industry discourse through podcasts and articles, actively following key figures to bridge internal information with external perspectives.”

This dual approach underscores Unilever’s commitment to staying ahead in a dynamic environment. The acknowledgement of the necessity to assimilate both internal and external knowledge highlights the company’s adaptability. In an industry marked by constant change, being well-informed is not just a competitive advantage but a prerequisite for effective media planning and brand management.

In an industry marked by constant change, being well-informed is not just a competitive advantage but a prerequisite for effective media planning and brand management.

BALANCING STRATEGIES AND THE IMPORTANCE OF CONSISTENCY

Manon emphasizes the necessity of harmonizing short-term goals with the overarching aim of long-term brand building. ”Unilever is operating in diverse categories with an extensive brand portfolio, and therefore it is crucial to recognize that each brand may require a unique media approach. So often, there is no black-and-white answer to the question: ”What does an ideal media plan look like?” The answer is sometimes: it depends.”

However, a critical aspect of successful media planning that does not change per campaign or per brand is the need for consistency. Manon articulates that while the temptation to experiment with diverse messaging and campaigns might be strong, the most successful brands are those that adhere to a consistent brand story. ” It’s important to be consistent as a brand. Maintaining a clear and unchanging narrative over the years is crucial for brand success.” She underscores the point that success in media planning is not about revolutionary shifts but rather incremental improvements. Successful brands, according to Manon, are those that focus on refining their messaging, and updating assets while staying true to the core narrative. This approach creates a steady and recognizable brand identity that resonates with consumers over time.

”Successful brands are those who stay consistent over time”.