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Sunday 19th 2019f May 2019

Open Planning


Thought for the Day

"Failure is art of learning, and we have to enjoy that art." Written in 2011 by Abbas Pachmarhiwala --- India

The Centre for Integrated Marketing goes independent

As of June 3rd 2011, the Centre for Integrated Marketing became independent of the University of Bedfordshire. The Centre led the research project featured on this site. At the time of the research, we were a leading research centre of the University (then called Luton). Centre for Integrated Marketing

Revolutionary added value

"I think your work on the Open Planning is the most revolutionary value addition to the marketing industry in a long time" says Frank Maina, Head of Mobile, 3Mice


future events

Open Planning

The MNP Best Practice Group approach to Communications Planning is based on Open Planning, with a raft of key tools and ideas, including the process, 18 recommended executive actions and the beginning of a workable toolkit to make this practical. Research estimates by Jenkinson at the Centre for Integrated Marketing indicate that the potential payoff for the UK industry is in the region £4 billion to £10 billion.

The Open Planning framework

CODAR: How you collate data and learn. Collate planning & evaluation across all communication levels, disciplines and media and share learning.


SEEBOARD Energy was suffering in the highly competitive, post deregulation market and rapidly losing market share and customers. To overcome the problem, Nigel Samuels, then Sales and Marketing Director turned to archibald ingall stretton, an integrated communications agency, for a retention programme. The brief was simple: An honest, 12-month retention plan to cover all aspects of the SEEBOARD Energy business. Not limited by what is currently possible. Not limited by budget. Jon Ingall, Managing Partner of archibald ingall stretton, led a research project that identified current reality and recommended a radical solution known as the "Where does it all come from?" campaign, based on a core truth of the business. The key research-driven insight was recognising the creative culture of the business and its intense service ethos. This was a basis for real brand differentiation. The entire leadership of the organisation recognised the importance and opportunity and ensured that the whole organisation roseto the challenge.