“As we’re growing the business, we’re growing the teams across the organization accordingly.” “We need to staff up accordingly as our budgets increase,” Metrick said. The company expects to add to the team this year but declined to specify how many individuals. (Spending on social media is not tracked by Kantar.)Ĭurrently, Policygenius’ in-house creative team includes a copywriter, an art director, an executive producer, a designer and an illustrator. Over 2019’s first 10 months, the company spent $8.9 million on paid media, a rise from the $5.9 million it spent over the same time period in 2018, according to Kantar. Policygenius declined to tell Digiday exactly how it divides up its media budget but did say that it relies on a “diversified marketing mix,” including organic search, podcast, television, paid social media, paid search and out-of-home advertising. “It also helps from a startup perspective to be very nimble and quick to move on opportunities as they pop up that a bigger company might not be able to seize,” added Metrick, who previously held marketing positions at Procter & Gamble and Live Nation. If the in-house acquisitions or marketing team is scoping out a new media buy, it enlists the creative team as a sounding board, asking, “If we’re able to buy this type of media would you want it?” said Policygenius’ chief marketing officer, Jonathan Metrick. “The creative team is able to bring a lot of those insights to the acquisitions team before we make those purchases,” Downing said. Plus, Policygenius placed ads on more than 80 podcasts. In December, Policygenius debuted in New York City the latest campaign by its in-house creative team, with a total of 500 ads, including some sprawling across half of a subway car as well as video panels.
He said his company also favors placements on podcasts for their storytelling capabilities. By having our in-house team, we’re able to discuss the pros and cons creatively of the media buy that we might make.”įor example, Policygenius purchases subway ads more often than highway billboards because its creative team believes the subway advertising delivers better “storytelling and explanation” than a highway billboard, Downing said. “Most companies buy the media and then brief the team. Today at Policygenius, “pretty much every campaign that we do is influenced” by the fact that our creative team is in-house, he said.
“We very rarely got to have any sort of influence over a media buy,” Downing recalled.
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