DECISIONS ABOUT CREATIVE ADVERTISING STRATEGY: DECISION-MAKING METHODS AND THEIR APPLICABILITY

The article analyzes the creative advertising strategy (hereinafter-CAS) decision-making process including the methods used for selection of CAS and the scope of their application. Special attention is devoted to identification and classification of criteria for CAS decision-making. As CAS decisions are made through interaction between the advertising agency and the advertiser, the existing CAS selection methods are evaluated from the perspectives of both subjects of this interaction. The need for accommodation of the two sets of interests is emphasized. The article provides recommendations concerning application of CAS decision-making methods.


Introduction
An appropriate creative advertising strategyl (hereinafter -CAS) allows increasing the effectiveness of advertising with relatively little financial investment. Therefore this is a highly relevant topic for two main players in the advertising market -the advertising agency and the advertiser. I In the present article, a creative advertising strategy is defined as part of general advertising strategy formed in cooperation by the advertiser and the advertising agency. Creative advertising strategy is defined as a complex of interrelated organ izational and creative decisions aimed at presenting product or service, conveying brand position, influencing consumer and distinguished by the catalyst effect. The result of the CAS is the advertising message.
The selection and implementation of the particular CAS is a complex and highly risky process. Such decision requires careful consideration of multiple business operation aspects, such as possible benefit, risk, competition, as well as future plans, expectations, wishes, interests, capacities of the advertising agency and the advertiser.
The problem is further compounded by the subject of decision making itself. CAS is a complex and understudied subject.
The object of the research is the theoretical and practical aspects of the CAS evaluation process.
The scientific-practical problem studied is systematization of CAS decision-making methods, evaluation of their applicability to CAS decision-making, as well as the problems of nature, number and compatibility of evaluation and selection criteria. In practice, CAS decisions are often made intuitively, i. e. on the basis of personal experience and the opinion of the decision maker, rather than on the basis of scientific management decision-making methods. In some cases the decisionmaking method may prove to be successfu~ however, subjective factors often shade the economic validity and rational aspects of a particular decision. From the scientific point of view, CAS decisions may be made using many different methods (both general and specific), however, there are no research or recommendations concerning practical application of such methods. The problem of method selection is further compounded by abundance of evaluation criteria, what makes it even more difficult to consider all possible alternatives in order to avoid contradiction of criteria, as well as to evaluate their significance and to set priorities. In this article, author concentrates her attention on the CAS management aspects, leaving creative aspects beyond the area of this particular article.
Increasing importance of CAS as well as costs of wrong decisions call for a deeper analysis of both theoretical and practical aspects of the problem and highlight the relevance of the present study.
Purpose of the articleto propose decisionmaking methods and criteria for CAS decisionmaking.
To achieve this purpose, specialized literature on CAS is analyzed. The analysis is extended to the Theory of Decision-Making, evaluating its applicability to CAS decision-making. On the basis of literature review, advantages and disadvantages of the existing methods are highlighted and opportunities for improvement of the decision-making process are identified.
The theoretical aspects of CAS have received scant attention in related scientific literature 136 abroad. In Lithuania, both its theoretical and practical aspects are neglected. Such insufficiency of attention may be explained by the complexity of interaction between ordinary business and creative activity, the difficulty of assessing the impact of creativity on product distinctiveness and competitiveness, and, finally, by the narrow specialization and standard thinking of theoretical writers.
Scientific literature devotes a lot of attention to the Theory of Decision-Making. The subject has been intensely studied by both foreign authors, such as Keen P., Yetes J. F., Day G., Drucker P., Kerzner H., Mintzberg H., Quinn J.B., Ghoshal S., etc. and by Lithuanian authors, in-cluding Puskorius S., Skyrius R, Seilius A, etc.
There has been little scientific research on the subject of the methods of creative advertising strategy decision making. Individual aspects of the problem had been analyzed in the general literature on creative advertising strategy (Jewler AJ., Drewniany B.L., Rossiter J.R., Percy L., RusselJ.T., Lane RW, Miller A, Low G. S., Mohr J. J., RusselJ.T., Lane RW, etc.), however, there has been no exclusive studies analyzing the CAS decision-making process and methods. Therefore, the topic ofthe present article is both new and relevant.
Structure of the article. Analysis of the existing scientific literature and empirical research outcomes are used. The result of the empirical research provides the author with both qualitative and quantative information about the situation in the Lithuanian advertising market and thus adds to the theoretical material on the subject.
The article starts with the presentation of the empirical research methodology. The second paragraph of the article meets two purposes: presents the characterstics of CAS decision-making process (general, and specific for the Lithuanian market) and indicates problems appearing in this process.
The third part of the article is devoted to problem solving. Author presents and analyses decision-making methods suitable for CAS decision--making. By doing this, author atempts to eliminate the lack of information on methods to be used while making CAS decisions, as well as indicates the limitations of some of the methods and provides with the proposals on how to solve them Conclusions are made at the end of the article.
Hypothesis of the article. The author claims that without clearly indicating the existing CAS selection methods, Lithuanian advertisers and advertising agencies make decisions based on their personal experiences and intuition. Therefore, a detailed presentation of the methods, followed by the analysis of their limitations and advantages, together with the overall evaluation of the methods and recommendations on their use, would help to improve CAS decision quality and decrease the costs of the wrong CAS decisions.

Method
The CAS decision-making process used by both advertisers and advertising agencies in Lithuania has been assessed in a causal-descriptive market research. The two methods used for this study included in-depth interviews with experts and questionnaire survey.

In-depth interviews were conducted in
March-April 2005. Two types of experts took part in the interviews -those representing the perspective of advertising agencies and those representing the perspective of advertisers. The subjects selected for this study were people occupying managerial positions in large Lithuanian and foreign capital companies working in the field of advertising and marketing. A version of the snowball method was used for sampling: both a representative of the advertising agency and its client had been interviewed. Such methodology allowed for assessment of the reliability of expert opinions.
In-depth interviews contained questions related with the collection of qualitative information about CAS decision-making process, coopertion of the advertiser and the advertising agency, CAS decision methods used in practice, and problems appearing during the process.
Questionnaire survey was conducted in May 2005, using surveying in person and e-mailing of questionnaires. Survey questionnaires were sent to respondents bye-mail. and later they were instructed during a phone conversation or inpersonal interview. Such method of interviewing was selected to improve the reliability and thoroughness of the results and to make the data collection more respondent-friendly. The responden ts were selected on the basis of the data provided by both the business newspaper "Verslo zinios" supplement "Lithuanian Business Leaders" and information provided by the communication agency association KOMMA, indicating that 27 advertising agencies consider themselves to be a creative boutique. The chosen method of survey was very extensive. Twenty advertising agencies agreed to participate in the survey, which embraced 74 per cent of the whole population. While filling questionnaires, representatives of the advertising agencies indicated advertisers who also could take part in the study.
As only six representatives of advertisers participated in the study, an additional sample of advertisers was sought and 14 more respondents were surveyed. In all cases, the respondents were managers or creative directors of advertising agencies and marketing or product managers who represented advertisers. Therefore, they had all rights and competence to discuss the questions related to CAS decisons and methods.
Survey questions were connected with the following issues: understanding of CAS, interaction betveen advertiser and agency while making CAS decisions, the methods used, existing problems and sugestions for improving the process.
Also, methods of secondary data grouping, comparative analysis and literature overview were used in the current research.

Characteristics of CAS decision-making
CAS decision is management decision of administrative nature, characterized by high uncertainty and risk stemming from the nature of the object of the decision. Risk of decision-making may become manifested in the longer-term perspective as a risk to deform brand position in the mind of consumers (Blech, Blech, 2004).
On the other hand, CAS decision is a group management decision with characteristic features. First, this kind of decision-making is distinguished by the fact that the participants are a group of people coming not from the same organization, but from two different economic entities -advertising agency and advertiser. Though theoretically both groups should act in pursuit of a common result, in reality both shared and conflicting interests are at play, particularly the financial and the informational ones (Ka<tmm- The second problem is organization of cooperation between group members, division of responsibility, and creation of a system of delegation and information distribution.
The third problem is related to differences in competence, knowledge, and education of the participants in the decision-making process, 138 which makes communication among the participants more difficult.
Another peculiarity of the CAS decision-making process is that both participants in the decision-making process are represented not by a single person but by a group of persons, which makes it not a typical decision, but of "a group in a group" type. The CAS decision-making process involves three main stages: a need for CAS, development of CAS options, and making of a decision concerning the best CAS. The article focuses on the last stage in the decision-making process, in which decisions concerning methods and criteria of selection are made and such methods and criteria are used to select the best CAS option. During this stage, both parties of the decision-making process -the advertising agency and the advertiser -have to decide on decision-making methods to be used. It should be emphasized that the use of rational decisionmaking methods is not widespread among practitioners in the field. Most market players tend to make decisions intuitively, i. e., on the basis of personal experience and opinion.
It is often unclear whether the selected option is economically sound and rational or it is just a product of momentary subjective perception ofthe current situation, the results of which cannot be assessed.
Results of the questionnaire survey confirmed domination of the intuitive decision-making method: 31 per cent of advertising agency representatives and 31 per cent of advertiser representatives made CAS decisions on the basis oftheir intuition. Also prevalent is the use of subjective structured methods, such as a system of evaluation criteria and correspondence of CAS to the objectives. However, these are often based on the results of previous advertising campaigns. Only 15.4 per cent of advertising agencies and 11.5 per cent of advertisers make decisions on the basis of rational scientific methods (see Table 1). Furthennore, advertising market players lack knowledge about the existing decision-making methods and possibilities for their application. Another problem is that the advertising partners (advertising agency and advertiser) do not know what methods and criteria are used for CAS decision-making by the company of their partners. This problem was indicated by 85 per cent of our subjects.
Therefore, the dominant subjective CAS decision-making method results in a) higher risk of wrong decision, as it is based on the subjective oppinion and taste; such decision completely depends on the decision maker's competence and intuition and thus does not have any objective base for estimating its economic effect; b) it is increasingly complicated to coordinate and manage true oppinions of advertiser and advertising agency.
The experts who took part in the research named two main reasons why the decision-making methods are rarely used in CAS decisions: a) the lack of knowledge about the existing meth- ods; b) the limitations of the methods, which the advertisers proffesionals experienced in practice, such as: the application of decision-making methods requires additional time and financial investments, as well as they cannot be used while evaluating innovative and uniqe CAS. Therefore, the results of the empirical research confirmed the hyphothesis stated at the beggining of the article; moreover, it added some additional insights to the problem. It is thOUght that a wider usage of existing decision making methods for CAS decisions would improve the quality of decisions, as well as the cooperation between the advertiser and the advertising agency.
In the next part of the article, the methods applicable for CAS decision-making are presented and the scope of their application is discussed.

Methods for CAS decision making
In the present section we will discuss the existing methods for CAS decisions-making, and evaluate their suitability and improvement prospects. The aim of this part is to introduce the existing decision-making methods which can be adopted for CAS decisions and to indicate the advantages and limitations of the methods as well as to propose ways of their usage for making CAS decisions in practice.
Before we start analyzing existing CAS decision-making methods, let us discuss the general methods of collective decision-making.
Collective decisions may be made using one of the six methods: analytical, rule-based, automatic, modeling, mediation, and consultation (Yates, 2004). The latter two methods are related to participation of external consultancies in the decision-making process; therefore, usually they are not used in the CAS decision-making. Consequently, below we will discuss the four remaining methods and assess their appropriateness to the object of our analysis.
The analytical method: analytical decisions are made voluntarily, purposefully, arguments are reviewed to support conclusions and to evaluate importance of various factors.
The rule-based method: this method is ruleoriented -"if C condition is present, stick with the option A". When a decision is made following the rules, decision-makers seek to review and coordinate certain conditions of the situation to predict the decision concerning the action. The actions are executed as prescribed by rules. This method may be applied when evaluating standard advertising options or options with precedents. It is necessary to evaluate the context-sensitivity of CAS, variability of consumer opinions and attitudes, and prediction difficulties. The aforementioned reasons set limits for the application of this method.
Automatic decision: the decision is made without any effort, it comes about automatically, and the result of the action is not controlled. This 140 method is often used in the practice of making decisions about creative advertising strategy: representatives of the advertising agency and the advertiser select the CAS on the basis of their subjective tastes and "like/dislike" criterion. A number of factors may contribute to the use of this method: treatment of advertising creation process as uncontrollable one, a need for a speedy decisionmaking, and overestimation of personal in.tuition.
Modeling: when using this method. a decisionmaker assembles a team which solves the problem in accordance with some adopted model and acts in the manner prescribed by the model (Yates, 2004).
In the practice of CAS decision-making, a combination of models rather than a single model is often used. For example, intuitive decisions, which prevail in the Lithuanian advertising market, are made using structured subjective methods, as exemplified by decisions made on the basis of results of previous advertising campaigns. Such complex methods may be categorized into two groups: • CAS decision-making methods based on a system of evaluation criteria • Alternative CAS decision-making methods.

CAS decision-making methods based on a system of evaluation criteria
CAS decision-making based on evaluation criteria consists of two stages: (a) determination of CAS evaluation criteria and (b) selection of a method of evaluation of conformity of CAS to those criteria (CAS evaluation method). The latter methods may be categorized into three main groups: CAS evaluation based on the target consumer research results, CAS evaluation based on objective quantitative methods. and CAS evaluation based on subjective methods.

Determination of CAS evaluation criteria
An objective system of evaluation criteria facilitates and structures the decision-making process.
Theorists recommend formulating the system of evaluation criteria in the following stages: 1. Drawing a list of evaluation criteria. 2. Formulation of a system of evaluation criteria. 3. Establishing a hierarchy of evaluation criteria (Puskorius, 2001).
In practice, particularly in the analysis of subjective methods of decision-making, it is often noted that decision-makers stop at the first stage, i. e., they draw just a list of evaluation criteria rather than form a system of criteria. A list of evaluation criteria represents the simplest system. the components of which are not hierarchically related. Usually decision-makers limit themselves to a list of evaluation criteria for the following reasons: lack of time, problems with quantification of criteria and with forming of a scale (Yates, 2004).
Such list shall include all evaluation criteria related to the final purpose of the operation. Such criteria shall cover all main factors affecting the final result. The problem of selection of criteria is a very difficult one as the accuracy of the final solution depends on the selection of criteria. When selecting the criteria, the operational parameters to be evaluated are established and factors affecting these parameters are identified.
The problem of CAS option evaluation criteria has two aspects. First, there is the problem of the quantity of evaluation criteria: what is the optimal number of evaluation criteria? Empirical studies indicate that 6-7 criteria are usually used for selection of CAS option. This number is similar to the one recommended in the scientific literature (Wells, et aI., 2001;Blech, Blech, 2004;Jewler, Drewniany, 2001;Albers-Miller, Stafford, 1998).
Respondents often give the same coefficient of importance to different criteria, what indicates the lack of criteria prioritizing.
The second problem is the content of criteria. It is complicated by the fact that different authors recommend different criteria for CAS decision-making. Furthermore, the criteria suggested vary in the depth of assessment provided by different authors. The criteria identified in the literature are presented in Fig. 1.
The first group of criteria is designed for evaluation of CAS correspondence to the advertising and marketing objectives. This is the most general treatment of the problem based on the place of creative strategy within the hierarchy of business objectives (Bogart,1884;Blech, Blech, 2004). This perspective also provides the basis for the second CAS evaluation criterion -correspondence of CAS to the positioning strategy formulated by the advertiser (Jewler, Drewniany, 2001;Wells et aI., 2001;Rossiter, Percy, 2001).
In this case the question is whether the CAS fulfils its direct function, that is, whether it expresses and conveys the positioning strategy. Such aspects of evaluation are conceptual and fundamental. Furthermore, they relate the CAS to the market, the product, and the competitive environment.
The criteria describing CAS as a means of information transfer are also important. These include speed, clarity, absence of direct links to the product, references to target characteristics via cues, absence of incidental associations, and relatedness to the brand (Rossiter, Percy, 2001).
These criteria allow evaluating whether the advertising message is effective enough to perform the two main functions: (a) express the desired information, and (b) convey it to the consumer promptly and precisely. The first aspect is close to marketing, i. e. it evaluates prom-I . • facilitate, catalyze consumer's perception. The effectiveness of the CAS is evaluated through links between metaphors and indirect associations with motivation and needs of the consumer_ The criteria of CAS as a conductor are intimately related to another group: information coding evaluation criteria. Information coding evaluation involves two dimensions: criteria for evaluation of non-verbal and verbal expression, criteria for evaluation of effect of non-verbal and verbal elements (Rossiter, Percy, 2001).
Criteria for evaluation of non-verbal and verbal expression are actually identical to the main criteria for evaluation of art and include the following: a) novelty of idea and expression b) integrity of the composition c) transformation d) universality e) longevity.

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To these criteria we may also assign the congruence of the solution to the planned media means. However, the aforementioned criteria are more closely related to the artistic aspect of advertising creation and are closer to linguistics and design rather than to the science of management.
The second group of criteria reflects the impact on the consumer and provides for evaluation of factors affecting consumer's emotions and stimulating desirable activity of the consumer. Various authors (Rossiter, Percy, Bell, Newmann, etc.) identify over thirty criteria to evaluate the emotional aspect of an advertising message. Thorough analysis of all of these criteria is beyond the scope of the present paper; however, we will provide the model (Table 2) based on scientific studies of those criteria. The model identified three main dimensions for evaluation of emotionality, their indicators and categories (Hecker, Stewart,1998).
Analysis of the literature revealed that the result of CAS depends on a variety of parameters. The system depicted in Fig. 1 is based on the principle of logical consecution, i. e. criteria are sequenced according to their importance, from the essential to the peculiar ones. It is natural that the multitude of evaluation criteria complicates the decision-making process in terms of time required to adopt the decision. Furthermore, it is very difficult to establish priorities among the criteria, and sometimes this is altogether impossible. Another problem faced by a decision-making team is a contradiction among certain criteria. Evaluation criteria often not only complement each other but contradict. The aforementioned problems require to think about the formulation of the CAS evaluation criteria system on the basis of the compatibility principle rather than on the principle of hierarchy. Such principe of criteria matching would be easier to apply for decision-makers. Furthermore, it may be hypothesized that such model would optirnize the decision-making process. The problems of abundance and compatibility of criteria were also identified in an empiricalstudy.
As a result of the study, seven most often used criteria were identified: reflection of brand characteristics, correspondence to advertising objectives, conveyance of the positioning strategy, relation to the general advertising strategy, clarity, relevance to the target segment, and presentation of the product. The evaluation criteria used cover all levels of theoretical criteria and are related to factors affecting the effectiveness of the CAS.
The empirical study highlighted another problem -the difference between the sets of criteria used by the advertising agency and by the advertiser. Within the advertising agency, decisions about CAS options are made on the basis of con-Category Reliable, spiritual Nice, passionate, friendly Grateful, valued Interested, curious Active, admiring Playful, relaxed, light Sad, nervous Scared, irritated Skeptical, distrustful sensus between the project manager and the creative staff. The project manager's opinion is dominant. The client is presented with one or two creative options. The options to be presented to the client are selected using the following criteria: • Will the client like the CAS, will he buy it? • Does the CAS conform to the creative brief and fit the purposes of advertising? • Does the CAS conform to the criteria of novelty and originality? • Will the CAS be distinctive in the context of other CAS existing on the market? Marketing department staff is usually participating in the process of advertising, evaluating and selecting the CAS. The client evaluates CAS options on the basis of the following criteria: Will the CAS be helpful in reaching the goals? • Is it original, distinctive?
• What financial resources are required for its implementation? • Is it flexible and promising?
Summarizing the evaluation criteria used by advertising agencies and advertiser, we must note that the evaluation criteria used by the advertising agency is advertiser -rather than consumeroriented. Therefore, the process of CAS generation, evaluation, and implementation is not consistently focused on the consumer, but rather has two focuses -the advertiser (from the perspective of the advertising agency) and the consumer. Stemming from the advertising agency's desire to sell the CAS effectively, such orientation promotes agreement with opinions of the advertiser and conformity to his subjective characteristics, stereotypes, and attitudes. This way the focus is moved away from the center of advertising -the opinion of the consumer.

3.1.2.Selection of CAS evaluation method
Mter establishing the list of CAS evaluation criteria, the decision-makers should decide how conformity of CAS to the aforementioned criteria will be evaluated. Depending on the source of evaluation, the evaluation methods may be divided into two main groups: (a) evaluation on the basis of opinions of the target segment and (b) CAS evaluation by the decision-maker him! herself. The latter method shall be applied on the basis of objective quantitative methods or on the basis of subjective methods.
Methodologks based on opinions of tire target seg-11U!nt rely on results of quantitative and qualitative consumer research. The research is aimed at establishingwhether or not the CAS conforms to the relevant evaluation criteria. Representatives of the target segment participate in the research, therefore the aforementioned criteria are collected using indirect methods. The optimal solution is considered the solution evaluated by the target group as the best (Davis, 1997;Miller, 2003).
The most widely used qualitative method is focus group. Participants in the focus group are introduced to CAS options (simultaneously) and they comment and discuss each option immediately after seeing it.
Another option is to use quantitative research. The most widely used method is individual interview conducted with members of the target 144 audience. The sample size should reach about 50-70 subjects. Despite a small sample size, such survey allows predicting consumer attitudes, as it provides for evaluation of strong and weak sides of advertising. The pilot option of CAS presented to subjects may be unfinished, but they shall be prepared for evaluation: drawings shall be used for evaluation of printed advertising, while sample commercials !!hall be used for evaluation of radio and television advertising.
Questionnaire survey allows collecting quantitative data. Furthermore, larger sample sizes provide for generalizability of the data. Advantages and disadvantages of quantitative and qualitative methods are presented in Table 3.
Most of contemporary authors agree that the main problem related to CAS decision making relying on the basis of consumer research results is not the price or time but the fact that such methods are better suited for making decisions about standard, inconspicuous ideas. This sterns out of psychological characteristics of consumers -it is easy to accept familiar things, while new, bold and non-standard CAS are often rejected as a result of focus groups or quantitative research. CAS selection gains a rational basis, but this also leads towards an increasing similarity of advertising materials, which finally results in a problem of retraction of consumer's attention (Davis, 1997;Jewler, Drewniany, 2001) CAS decision-making methodologies based on evaluation of decision-makers. As already mentioned, these methods may be subjective, i. e. based on personal experience, intuition, and taste of participants in the decision making process, who decide whether or not the CAS meets the criteria. Such decision may be reached in an unstructured manner or using a decision tree. This method is based on the assumption that all solutions and their interrelations shall be identified to allow seeing all possible options and predict the possible results. This method allows to review the totality of decision options, to collect information about each of them. and to analyze the results of such decision (Blech, Blech, 2004;Bogart, 1884) Another option is represented by application of quantitative mathematical methods in the decision-making process. Application of the latter method is limited, as it is time-consuming and requires a lot offinancial resources, a special data processing system, and expert assistance. On the other hand, qualitative rather than quantitative evaluation criteria dominate in CAS decision-making; hence, it is difficult to make a precise definition of their values and to analyze their consequences. The practical application of this method is complicated (Puskorius, 2001)  Both of the latter CAS decision-making methods differ from the first method in terms of the role played by the decision-maker: in the first case CAS options are evaluated by the target segment representatives, while the decision-maker acts only as an arbiter who categorizes opinions and determines the final solutions. In the second case, it is the decision-maker him/herself who analyzes and evaluates alternative CAS.

Alternative CAS decision-making methods
These methods are designed to control the thinking processes taking place during the decision-making process. They are flexible and reflect tendencies of the today's market: dynamism and increasing uncertain ty. We will discuss two methods which are used most widely. J. M. Dru's method of "Disruption" (Dru, 2001) is designed specifically for advertising industry, however, it may also be applied in other fields of activity. According to the author, the method has been created on the basis of many years of experience of working in advertising agency and on market tendencies. The method consists of three stages: • Ssereotype: identification of general stereotypical attitudes characteristic of competition strategies and target users; • disruption: questioning of stereotypical attitudes, rejection of all pre-conceptions, search for alternatives; • vision: formulation of a completely new idea and its evaluation in the long-term perspective. This method can be explained using a sample situation: "Clairol Herbal Essences Shampoo". • Stereotype: the advertising of the shampoo should emphasize the ultimate benefit for consumer -well-Ioking hair. • Disruption: show the ultimate benefit -that the benefit is the hair washing process itself. • Vision: Hair washing makes hair look fresh and new, it makes women feel beautiful and sexy. This method is oriented towards the search, generation and selection of non-traditional solutions on the basis of past research. This is a system of coordinates, which is mobile and easilymanaged. E.Goldrat's method of "Thought Processes Management" (Goldrat, 2002) is not advertising-oriented, but it is the flexibility and universality that make it applicable to the CAS decision-making process. The principle of this method is similar to the decision-tree principle -the method is based on identification of CAS options and their consequences. The essence of the method is structuring of thought processes 146 stimulating the use of intuition in the required direction. It involves creation of logic schemes allowing identification of success factors, causeeffect relationship, the present and the desirable future conditions. Flexibility and tendency towards selection of novel CAS makes the alternative methods attractive. However, these methods have one disadvantage -they are subjective.
On the other hand, the traditional (based on the system of criteria) decision-making methods have some limitations, the main of them being two: a) they are oriented to the selection ofthe standard CAS (it is complicated to evaluate original and innovative CAS), (b) the process of decision-making is complicated, time and financial investments are required.
We suggest a way to eliminate this disadvantage -to make decisions exclusively on the basis of arguments rather than emotions. We believe that CAS decision-making may be conducted integrating both methods: the consumer researchbased method would provide an objective basis for the CAS decision, while the alternative methods would provide for a flexible and creative interpretation of such objective data. It is likely that the CAS option selected in such a way would be not only result-oriented, but distinctive and original as well.
When modeling CAS decision-making as a managerial group decision, we require the model to facilitate not only any consensus but also the most effective one, when all members of the group strive for perfection in an uninhibited, doubtless, free and conscious manner and make the most effective decision using mutual criticism (Seilius, 2001). It may be concluded that the decisionmaking team of advertiser and advertising agency may operate in an effective manner when both participants have an identical understanding of the purpose, apply the same means for achieving the purpose and follow the same procedures and rules. Therefore, apart from other recommendations, it is obvious that the advertising agency and the advertiser have to use the same methods and criteria for CAS decision-making, all of which shall be consumer-oriented.

Conclusions
1. Making decisions about CAS is an administrative managerial decision characterized by uncertainty and risk related to peculiarities of the object. In terms of the number of participants in the decision-making process, it is a managerial group decision characterized by the participation of representatives of two independent economic subjects -the advertising agency and the advertiser. Therefore, apart from the general issues of group decision-making, such decisions are also characterized by issues of the compatibility of interests of the subjects.
2. Another peculiarity of the CAS decisionmaking process is that both participants in this process are represented not by a single person, but by a group of persons, which makes it an atypical decision of "a group in a group" type. CAS decision-making process involves three main stages: a need for CAS, development of CAS options, and making of a decision concerning the best CAS. The article focuses on the last stage in the decision-making process, in which decisions concerning methods and criteria of selection are made and such methods and criteria are used to select the best CAS option. During this stage, the decisions concerning methods and criteria for selection of CAS are made and on their basis the best CAS option is selected. During this stage, both participants in the decision-making process -the advertising agency and the advertiser -have to decide which decision-making methods should be used. The CAS decision-making methods to be used must integrate the perspectives and interests of both the advertising agency and the advertiser, they should be coherent and consumer-oriented.
3. An empirical research done in Lithuania showed that the prevailing CAS selection method in the Lithuanian advertising market is subjective, based on the decision maker's intuition and experience. Only 15.4 per cent of advertising agencies and 11.5 per cent of advertisers make decisions on the basis of rational scientific methods.
The subjective decision has at least two main disadvantages: (a) high risk of a wrong decision, as the decision is based on the subjective taste and oppinion, which are totally dependent on the competence and intinuition of the person and provide no basis for economic evaluation; (b) it is complicated to adjust the opinions of the advertising agency and of the clients and to manage them effectively. 4. Two main reasons why decision-making methods are rarely used in practice of CAS selection: (a) lack of the knowledge about the methods, (b) the limitations of the methods which advertising professionals experienced in their work in practice, i.e. the usage of the decision-making methods requires additional time and financial recources, as well as the fact that it is difficult to evaluate innovative and original CAS. Therefore, the results of the empirical research confirmed the hyphotesis raised at the begining of the article and complemented it. It is thought that the wider usage of the existing decision making methods while selecting CAS would improve decision quality and make the cooperation between the advertising agency and the advertiser more effective. 6. CAS decision-making may be conducted using both the traditional methods based on a system of evaluation criteria and the alternative methods. The author recommends an integra-tion of the two methods of decision-making: the method based on the system of criteria would provide an objective basis for the CAS decision, while the alternative methods would provide for a flexible and creative interpretation of such objective data. It is likely that the CAS option selected in such a way would be not only resultoriented, but distinctive and original as well. 7. Abundance of the CAS decision-making criteria and problems related to evaluation of their relative importance and mutual compatibility point to the need for a new system of criteria for CAS decision-making. The following requirements of such system may be distinguished: the system should include all main groups of criteria for the evaluation of CAS (the author has identified 4 different groups), a limited number of criteria, and a new method for coordination of criteria based on compatibility rather than on prioritizing.