NZ Marketing Issue 64 - The Brand Issue by SCG Media

nzmarketingmag.co.nz

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TO ALL THE MARKETERS, P A S T A N D P R E S E N T, W H O S E A M B I T I O N AND BRAVERY LED TO A D E C A D E OF DOING THE IMPOSSIBLE. T H A N K YO U, F R O M A LL O F U S AT C O L E N S O B B D O.

Clint Eastwood The electrician from Pukekohe.

CANNES PACIFIC AGENCY OF THE DECADE 2010â&#x20AC;&#x201C;2020

Editorial

ON-BRAND

Editor David Nothling-Demmer david.nothling-demmer@icg.co.nz Staff writers Courtney Devereux courtney.devereux@icg.co.nz Mollie Edwards mollie.edwards@icg.co.nz Commercial Manager Vernene Medcalf vernene.medcalf@icg.co.nz 09 966 0998 or 021 628 200 Designers Conor Fox, Julian Pettitt Contributors Graham Medcalf, Jonathan Cotton, Gemma Ede, Ian Howard Retail & Subscriptions Manager Monique Bulman monique.bulman@icg.co.nz ICG Media CEO Marcus Hawkins-Adams 021 331 602 marcus.hawkins@icg.co.nz ICG Print David Ashton 021 951 403 Contact NZ Marketing is published by ICG Media 19 Lyon Ave PO Box 77027, Mt Albert, Auckland 1350 09 966 0998 www.icg.co.nz Subscribe to NZ Marketing via nzmarketingmag.co.nz, at www. icgmedia.co.nz/product/nz-marketing, by calling 0800 782 347 or emailing support@tangiblemedia.co.nz Distribution Ovato Retail Distribution NZ Printing Image Centre NZ Marketing is printed using vegetable or soy-based inks. Paper supplied by BJ Ball using wood from sustainable, well-managed forests. Copyright NZ Marketing is subject to copyright in its entirety. The contents may not be copied without written permission from its owners. All material sent to NZ Marketing will be deemed to be publishable unless marked ‘not for publication’. NZ Marketing invites contributions but takes no responsibility for unsolicited material. ISSN 0111 9044

I’ve gone and done what I said to myself I wouldn’t do in our new Covid-19 world. Use the word pivot. But my hand was forced. In what has been a year of forced realities, Auckland was thrown back into a lite lockdown in August, weeks before the TVNZ-NZ Marketing Awards was due to be staged. And with it, a magazine complete with winner stories, interviews and a general celebration of exceptional marketing in New Zealand. That wasn’t to be. Instead we had to pivot. The Awards Night pushed back to November 10, and accompanying themed magazine changed to ‘The Brand Issue’. Frustrating. Daunting. But, doable. So, why the brand issue? Good question. Bang on brand, branded, brand identity, branding, Russell Brand. on the cover There are so many brand-related words, all with slightly different meanings. In a quick pivot, our Awards Issue has What then does it mean to be on-brand? You can’t create on-brand content, become our Brand Issue. Operating in without knowing your brand. uncertain circumstances, this issue explores why it’s still important to stay on-brand. Branding is an extremely important part of running a business. There’s no dispute about that. Without branding you run the risk of confusing or being confused yourself about your messaging, your design and your overall image. But once you’ve developed your brand, how do you know if you’re staying on brand? Many brands have had to pivot in their offering during such uncertain and volatile times, this in an effort to keep their customers engaged and their offerings viable. Take for instance some of New Zealand’s biggest brands: Mitre 10, Air New Zealand, University of Auckland and Spark, to name a few, have all revisited their marketing efforts during Covid-19 in a ‘Turning Inwards’ exercise so to appeal to new markets and their Kiwiness. See page 27. Similar trends have occurred within the experiential and events sector as marketers are looking at novel hybrid-style offerings that allow them to reach their respective markets in new ways. Spark and its virtual store offering is a good example, a nice pivot in a time when ecommerce is seeing a rise, but also on brand with its core telco offering. See page 36. It’s this type of brand awareness that has seen certain businesses thrive over others during periods of lockdown. As Gemma Ede tells us, page 44, it’s about brands being authentic and true to their offerings and customers – because this is what makes for strong brands. Ian Howard agrees saying that brands are increasingly being judged by what they do, not what they say. See page 70. And, often what comes out of times of pivot – when businesses remain authentic and on-brand – is something truly great. Something that results in increased customer buy-in and ultimately a stronger brand. With the pushing out of the Marketing Awards, NZ Marketing has taken the decision to produce a fourth issue this year. Something we would not have done prior to Covid-19, but something (possibly forced) that could result in new and exciting opportunities going forward. Onwards and upwards. Another bit of exciting news is that NZ Marketing has now officially gone digital with our very own website – nzmarketingmag.co.nz. Go check it out. It’s very much on-brand with the essential marketing intelligence you have come to expect from our printed publication over the years.

David

David Nothling-Demmer, Editor 2

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| The Brand Issue 2020

WHICH MEDIA REACHES 3.3 MILLION KIWIS EVERY WEEK? COMMERCIAL RADIO. Source: GfK Radio Audience Measurement, Commercial Radio Stations, Total New Zealand Survey 1 2020, Cumulative Audience (000), All 10+, Mon-Sun 12mn-12mn.

THE BRAND ISSUE Features

Turning Inwards How are marketers connecting with Kiwis in our new Covid-19 world?

Shorter 8 Industry Insights Bite-size bits of news and views from around Adlandia.

16 Horse’s Mouth

The Future of Events How hybrid can you go? New technologies and (forced) trends means experiential marketing is alive with possibility.

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Design-led Marketing in the Digital Age

Head of Sales at Google New Zealand, Matthew Davison, on data breeches, fake news and leading digital transformation.

18 Celebrate Next Level Marketing Ahead of the TVZN-NZ Marketing Awards 2020, we hear from the individual finalists.

72 Up & Comer

How a design-led approach to digital marketing is helping brands rise above the noise and gain a competitive edge.

Copywriter Ellen Fromm on the challenges young people face within the industry & how she’s overcoming them.

Longer 24 Behind the Scenes... … with Special Group and Tourism New Zealand’s ‘Good Morning World’.

44 How to Become an Authentic Brand Gemma Ede takes a nuanced look into authenticity and thought leadership for brands.

57 Vote For Me!

Breaking Down the Silos

Real-world advice from marketers on what they are doing to break down silos and produce more effective brand communication.

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| The Brand Issue 2020

Leading marketing minds and creative craftsmen offer some much-needed advice to politicians on staying on brand.

70 Branding For Good Ian Howard asks why brands are increasingly being judged by what they do, and not what they say.

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Your digital gateway to essential marketing intelligence.

NZ MARKETING GOES DIGITAL! The strong opinion and insight into the core disciplines of marketing and communication that you have become accustomed to in our print publication is expanding to a new digital platform, nzmarketingmag.co.nz. Targeted specifically to marketing-oriented practitioners, this exciting new digital platform will offer regular updates on topics that are relevant and important. Our highly practical editorial stance and in-depth examination of the latest marketing trends has earned the magazine a reputation for contributing to the lifting of marketing standards in New Zealand. This same ethos will be carried through to the website with one key mission: to help marketers excel in their careers. So, what can you expect to read on nzmarketingmag.co.nz:

Deep Dives

Profiles

Investigative-style features that tackle the key talking points of the day. Such as, an examination of the ethics of marketing during the Covid-19 pandemic.

From Up & Comers and those who have been in the game for (too) long, to advertising and creative agencies big and small, we talk to them all. Including Pablo de la Vega, an Industry Manager at Google.

Keep up-to-date with New Zealand’s essential hub of the communications industry. Our sister site, StopPress.co.nz remains your daily source of news from across the industry. From analysis of advertising campaigns, moving and shakings and investigative reporting on the latest developments from around adlandia, it’s your premier industry news source.

BY THE NUMBERS

72 percent

Editors and their publications Bauer brought back

How much OOH revenue fell in Q2 of 2020

31,281

YouTube views for DDB’s new Kiwiburger song for McDonald’s

Months it took for Twitter to ban EightyOne’s Trump inspired ‘Trumbers’

11,000

10,000

New Zealanders who have been made redundant this year (so far)

The number of those made redundant who are women

23 percent How much Amazon ad revenue has increased during the pandemic

STORYTELLER SERIES

Opinion

Industry Insights

Our current crop of contributors provide unique and lived insight into key industry talking points, and use their expertise to engage with our audience. If you would like to contribute to this informed discussion, visit nzmarketingmag.co.nz/write-for-us.

In-depth interviews and insightful commentaries with leaders in the industry. Including a one-on-one with oOh!media Sales Director, Ben Gibb on the subtleties of selling Out of Home advertising.

F O L LOW U S O N S O C I A L M E D I A @NZMarketingMag

NZ Marketing Magazine

nzmarketingmag.co.nz/newsletter

This commercial content series is a celebration of all things PR in New Zealand, and profiles the fantastic businesses which make up this growing sector. For more on this series and others, visit stoppress.co.nz/stoppress-series.

THE DIRECTOR SERIES Coming later in the year, StopPress will profile the amazing directors leading the charge for creative campaigns. This Q&A series will explore the inspiration and dream projects of New Zealand’s directors, as well as their biggest fears and most illegal tendencies. If you are a director and have a personal gripe to air, get involved today. Email editor@stoppress.co.nz for more details.

Insights

INDUSTRY INSIGHTS News and views from Adlandia.

BRAND BUILDING IN A RECESSION The Comms Council have taken its existing “Brands Need Building” campaign and updated it to reflect the latest thinking and evidence about marketing in a recession. “At the Comms Council we believe strongly that Brands Need Building. Afterall, a brand is the most powerful competitive advantage a business can create. And the evidence suggests that holds true even in a recession,” says Paul Head, Comms Council CEO. The ideas in the campaign are based on a new report co-published with Peter Field and Rob Brittain, two of the world’s leading authorities on advertising effectiveness, ‘AUNZ Advertising Effectiveness Rules – Winning or Losing in a Recession’, containing valuable insights on the implications of Covid-19 and the resulting recession for the advertising industry on both sides of the Tasman. “We believe the evidence in the report not only supports our case but also clearly establishes the premise that those companies that advertise in a downturn continue to reap the benefits long after the economy recovers. So, it seems only fitting that we follow our own advice and continue to advertise during the recession,” adds Head. Key findings and recommendations in the report include: • Recessions have always been times when the smart take advantage and the others are left to weaken; • Marketers should not abandon spending on advertising during the recession; • If an advertiser has a campaign in 8

NZMARKETINGMAG.CO.NZ

| The Brand Issue 2020

Nothing comes from nothing. When other brands are cutting back on advertising, continuing to invest in your brand has been proven to increase your market share and long term profitability. Get the facts on advertising in a recession at commscouncil.nz/facts

Brands need building.

market that is working, then stick with it; • Advertising is a powerful lever, and whilst it does have a modest negative short-term impact on business profitability during recession, evidence shows it enables brands to emerge in a stronger state with significantly faster profit recovery; • Marketers in New Zealand and Australia are showing signs of panic and not viewing the recession as an opportunity to grow their brands and businesses; • There is plenty of learning about best practice we can draw on, but

little evidence that we are doing so; • Previous downturns, or even just threats of downturns, have all been signals for New Zealand and Australian marketers to withdraw brand investment permanently; • Advertising investment in New Zealand and Australia has not tracked GDP and the step changes down at each crisis have taken longer than the UK and US to rebuild; The industry campaign will be running over print, digital, radio, TV, digital outdoor and social media. For more details, visit commscouncil.nz/facts.

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A DECADE OF BRAND WINS Colenso BBDO, Cannes Pacific Agency of the Decade, MD Scott Coldham on the ever-changing NZ creative space. IMPRESSIONS OF THE NZ CREATIVE SPACE? Each agency has had to deal with different challenges or setbacks during Covid-2020. We’ll have all been reminded how important it is to be close to our clients and their businesses. How volatile our industry can be. And, how easy it is for consumers to stop spending with a brand. For me, it’s forced a re-appraisal. How to turn this incredibly challenging time into a positive thing for our business. We need to be closer than ever before to our clients (and their customers) and openly discuss the partnerships we have, the capability we have, the gaps we have – and what the best model to drive a resilient, creative and fulfilling partnership looks like moving out of Covid-19 and into 2021. We should be designing these structures with our clients. While core services will remain and drive why we ‘come to work’ every day, agencies need to invest in creating an environment that’s able to cater for different working rhythms, team structures and commercial challenges more than ever. We’ve changed our office environment to be conducive to client collaboration spaces where teams spend time on brands, not in departments.

WHERE DOES THIS LEAVE THE SMALLER PLAYERS? It leaves them as specialists. Specialists are important because they have deep expertise in areas some larger agencies don’t. The best specialists are great to partner with and add huge value to a process. With so many clients looking at their makeup, what they do internally, where they partner – it’s increasingly important for brand guardianship to be held centrally – led by the client and their core trusted partner. Then, specialist companies can be brought in with a clear remit and a focus on delivering something. WHAT OF COLLEGIALITY IN THE INDUSTRY? Internally at Colenso the respect and empathy for people’s situations has been heart-warming to watch. And it’s made for a stronger sense of team as we emerge. Industry-wide, there’s an acknowledgement and appreciation for the pressure and pain we’ve all gone through, definitely. And, I think there’s solidarity in that which we don’t often experience. Unfortunately, it hasn’t manifested into something powerful or tangible. There have been snippets of comradery and support shown in pockets with initiatives to support local businesses as an example – but with our collective creative power, I’d like to think we could be doing something to support the creative industry, and the people who’ve been affected by the pandemic.

As brand guardians for our clients’ brands, it’s important that agencies have a seat at the table beyond the function of advertising.

WHY THE NEED TO BE A ONE-STOP-SHOP? As brand guardians for our clients’ brands, it’s important that agencies have a seat at the table beyond the function of advertising. Brand is so much more than a 30 second ad. Every interaction a brand has with a customer is an opportunity to leave a lasting impression. So, I certainly implore agencies to develop capability. But, only if it’s in service of your core proposition. Any other justification ends up impacting culture, credibility and ultimately the quality of your work.

HOW DO YOU RATE THE ADVERTISING COMING OUT OF NZ? New Zealand’s creative product is amazing. We’ve always believed that. Our industry is full of very talented people. We have a progressive business culture. A strong global reputation as a country brand. Our geographic location is increasingly an asset and we attract global talent to our shores that bring an international context, ambition and connection. When you put all of that in a petri dish, the cultures that grow are unlike any other. It’s why Colenso was ranked #10 Global Agency of the Decade.

WHERE DOES COLENSO BBDO SIT ON THIS? We’ve attempted to build capability that didn’t work on a number of occasions. The realisation not to do something unless it makes the work better. Simple in hindsight, but liberating. Now we’re very clear. We’re passionate about the impact of creativity. We believe in designing perfect problems. So we can develop the right solutions, and deliver them perfectly. So we develop the capability that allows us to do that better than anyone else. It’s why we’ll continue to invest in our ability to understand consumers, customers and their relationships with brands – and identify the right ways to make them more meaningful. And it’s why we’ve integrated media capability into our agency – so we can create better inputs into the creative process and develop the right systems for our ideas to drive the outcomes we need.

WHERE IS THE NZ INDUSTRY HEADED IN THE NEXT COUPLE YEARS? I think we have an amazing opportunity to be a world force. On so many levels right now, we are being looked at for direction as a nation. Creativity should thrive in that regard. Our creative thinking will be exported, not just our dairy. That said, as the world continues its infatuation with and understanding of what technology and data can provide, we do have to work harder to promote the role and value of creativity it seems. Which is silly really. Without creativity, the world (and the brands that occupy it) is a boring and predictable place. We’ll also better embrace the importance of diversity of thought, and how important it is to lead the way as an inclusive industry. Like many industries we have a long way to go – but there’s intent and passion and creativity here, so we’ll see change – of that I’m sure.

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| The Brand Issue 2020

Insights

THE TIME FOR AR IS NOW A look into the state of the augmented reality market in New Zealand. With the recent Covid-19 pandemic forcing us to change the way we think about shopping, the eCommerce industry is booming. Traditional retailers are also realising a need to think outside the box. One of the biggest players in this retail shake-up is augmented reality. NZ Marketing sits down with Rupert Deans, Founder of Plattar.

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WHICH BRANDS DO YOU FEEL ARE CURRENTLY MAKING THE BEST USE OF AR? Torpedo 7 is impressive in the way they’re using 3D and AR. They identified the need to provide a better CX for their Outdoor tent

WHAT MAKES FOR A GOOD AR EXPERIENCE? A good AR experience is one that truly adds value. We’ve seen AR become popular in things like video games, however in a business environment the technology really needs to offer something tangible rather than just being fun. For customers, an AR experience should be fully immersive and provide several options. For example, if a chair is available in multiple colours, customers should be able to view all of those colours in their dining room. In that sense, making the experience as customisable as possible is the key. It should also be easy to use. For example, Plattar’s AR solutions allow businesses to put products in their customers hands directly from their website. There’s no additional app necessary, which benefits businesses from a cost point of view, and also helps customers for convenience. Ultimately, the AR experience should increase consumer confidence, which in turn means more leads becoming sales.

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HAS THERE BEEN MUCH TAKE-UP BY NZ BRANDS? We’re starting to see more and more businesses discovering the benefits of AR. In fact, we’re seeing brands reporting up to 40 percent higher conversions rates when using AR to enhance the customer buying experience. While AR has been around for some time now, it’s only in recent years that it has become more accessible. Businesses are now discovering the benefits, which ultimately increases the uptake. For example, on a global scale we’ve worked with brands such as Saab, Fisher & Paykel, Red Bull and La Marzocco to name a few. Much like any ‘new’ technology, initial take-up is often led by larger brands, but as the technology becomes more available, we expect to see a continued increase throughout 2020. The fact that brands can use AR to let customers view products in their own environment is obviously extremely appealing. It means people can shop with confidence, and that’s something every brand should aspire to provide.

Plattar VR experience.

products as even instore they didn’t have the space to show the entire range. Through Plattar they’ve implemented a customer experience that enables customers to understand their tent products from first visualising in interactive 3D to then placing a full size 1:1 scale version on their front lawn. Customers can then compare and find out which suits them best, and order directly from the website. Saab is also using AR in an innovative way. Using Plattar’s AR platform, they’re now able to bring life-like 3D models into boardrooms anywhere around the world. From remote controlled vehicles to surveillance systems, key decision makers are able to get an interactive experience while remaining in an office environment. For product development, this is a major benefit for stakeholders. Overall, brands are being told by their customers that what they thought previously was a ‘like to have’ is now a ‘must have’. As AR has become expected by customers, we expect to see all types of industries harnessing the power of AR in 2020 and beyond. For more insight from Dean on trends in AR, visit nzmarketingmag.co.nz. The Brand Issue 2020

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NEXT-GEN ONLINE ADVERTISING Interactive Connected TV advertising launches on TVNZ OnDemand.

A LESSON IN BRAND SYNERGY Celebrating the trans-Tasman spirit, Whittaker’s has come together with Australia’s iconic Bundaberg Brewed Drinks (Bundaberg), to create its new limited-edition Whittaker’s Brewed Ginger Caramel 250g Block.

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| The Brand Issue 2020

For an exclusive interview with Jodi O’Donnell, visit nzmarketingmag.co.nz.

We asked Whittaker’s Marketing Manager, Jasmine Currie why she feels it was a good brand exercise for these two companies to collaborate. She told NZ Marketing that the two brands’ equally strong focus on quality was important to both in deciding to collaborate on product development. “A key benefit of our partnership with Bundaberg Brewed Drinks to create our new Whittaker’s Brewed Ginger Caramel was the opportunity to celebrate the special nature of the trans-Tasman relationship, especially at a time when we’re all facing common challenges. There’s also clear synergy between our two brands, both being family-owned, proudly locally produced, relentlessly quality-focused, and pretty tenacious as reflected by the fact that we’ve been able to follow-through on final product development and launch despite the more challenging operating environment over the past six months,” says Currie. While the initial idea of collaboration between Whittaker’s and Bundaberg Brewed Drinks was first proposed in 2018 and product development and testing got underway last year, the critical final six months of development and launch planning have occurred under unique and challenging circumstances. “Our campaign to market Whittaker’s Brewed Ginger Caramel aims to encourage friends and family on both sides of the Tasman to get together virtually, as we have done in developing the product, and perhaps treat themselves with this unique new flavour,” she adds.

Interactive Connected TV advertising is joining TVNZ’s commercial line-up – with KFC the first brand to debut this format in New Zealand. New Zealand audiences are increasingly turning to the biggest screen in the home to stream their favourite content. This viewing trend is driving commercial innovation too, with brands looking for new ways to further leverage TVNZ OnDemand’s huge reach to connect with their customers. Interactive Connected TV advertising lets businesses customise their usual video content to offer an opportunity for viewers to engage with brands. With this format, viewers can navigate additional information or content with the click of a remote. This could include exploring carousals of product images or discovering related website content. There are two formats available; the overlay and the expand formats. “Interactive Connected TV is the next generation of premium online video advertising and TVNZ is excited to be the first to offer this format in the APAC region. It’s a solution that increases time spent with brands to deliver measurable results. It also offers viewers a more engaging and immersive advertising experience,” says Jodi O’Donnell, TVNZ’s Commercial Director. Fullscreen, un-skippable ads available on TVNZ OnDemand have always offered a premium, brand-safe environment for businesses to talk to their customers. Interactive Connected TV advertising moves this experience from passive to dynamic and KFC was the first in market on August 18. Their creative allows potential customers to browse a delivery menu carousel increasing time spent with the brand and enticing viewers to pick from the KFC meal range. KFC’s agency, PHD, knew their client was the perfect brand to showcase this technology with New Zealand JOD IO viewers. “We’ve all experienced that moment ’D O when you’re hungry but struggle to get off the couch to do anything about it. So giving viewers the opportunity to browse through KFC’s deals from the comfort of their couch whilst watching TVNZ OnDemand was a no brainer for us,” says Amanda Palenski, PHD Group Business Director.

Insights

Haines Hunter website imagery.

MORE THAN MEETS THE EYE Digital marketing at its best: unpacking the new Haines Hunter website design. As opposed to just being design-led, Auckland agency Onfire focuses on enhancing digital marketing wherever possible, and a good example is the new website developed for its client Haines Hunter. As you would expect, it has all the bells and whistles of a website created by New Zealand’s most internationally-awarded design agency. But according Sam Allan, Onfire’s Founder, it’s not enough to simply provide information to prospective customers. “These days, it’s all about getting prospects more deeply engaged with your digital shopfront,” says Allan. “With the Haines website we developed an online quoting system that enables customers to select a boat they like, choose a colour and specify all the features they want. All they need do is press send and they’ll receive a quote from their local Haines Hunter dealer.” The enquiries are all tied in with Haines Hunter head office and its Customer Relations Management system. With both dealers and the factory receiving the data, ongoing engagement can be monitored through alternate channels at the same time as helping the factory maintain dialogue around dealer performance. Onfire Design is a relatively young agency and that’s an advantage in the digital era says Allan. “Don’t get me wrong, both Matt (creative director Matt Grantham) and I learnt the ropes in the UK and we’ve been building here in Auckland for fifteen years – so we have plenty of experience. But, we’re seeing clients make a shift away from older agencies to nimble teams like Onfire. “Increasingly, we’re building partnerships with manufacturers and distributors looking for an edge. Not just in design but with creative ways to capture data through their digital platforms. Things that voluntarily engage their audience in a transaction that customers find useful and rewarding.”

Marking its 15th anniversary this year, Onfire Design hasn’t had much of an opportunity to celebrate thanks to Covid-19, but the agency has enjoyed great success on the international stage picking up prestigious awards in the UK, Europe and the USA, and being voted a Top Ten global design agency by World Brand Society in 2018 and 2019.

Now ensconced in new offices at Takapuna, you can get in touch with Onfire is Sam via their website, weareonfire.co.nz. The Brand Issue 2020

NZMARKETINGMAG.CO.NZ

TVNZ FY20 Year in Review We have the highest reach on-air

DAILY REACH

1.9m1 WEEKLY REACH

2.9m

MONTHLY REACH

3.5m1

the only core channel to increase average weekly reach YOY for key demos2 reached more viewers on an average weekly basis than Three for key demos3 #4 channel for M 18-39 average weekly reach +10.7% YOY4

We have breadth and depth of content

13,036

We inform

EPISODES

GENRES

14,114

1,312

HOURS OF BROADCAST

SHOWS

137

40/50

LOCAL TITLES

OF THE TOP PROGRAMMES ACROSS ALL NETWORKS

3,600

120k

BREAKFAST SHOW

AVERAGE DAILY REACH (+6%)

235k

97.8%

AVERAGE WEEKLY REACH (+2%)

MORNINGS WON

HOURS OF LOCAL Sources: 1: Nielsen TAM, Consolidated, 1 Jul 19 – 30 Jun 20, All Day, Average Reach, AP5+. 2: Nielsen TAM, consolidated, 1 Jul 2019-27 Jun 2020, Average Weekly Reach 000s, All day (02:00:00-25:59:59) & Peak (18:00:00-22:29:59), Core channels include: TVNZ 1, TVNZ 2 & Three. 3: Nielsen TAM, consolidated, 30 Jun 19-27 Jun 20, Average weekly reach across Peak & All Day, AP5+, 18-49, & 25-54. 4: Nielsen TAM, consolidated, 1 Jul 18- 27 Jun 20, average weekly reach, all day, M18-19, parent channel only

We have breadth and depth of content

Source: 1: Nielsen TAM, consolidated, 1 Jul 19-30 Jun 20. excl fillers, repeat & infomercials. 2: Nielsen TAM, consolidated, 1 Jul 19-30 Jun 20, All Channels AP 18-54 Excluding movies, one offs, events

We delivered big numbers during lockdown OVER

Eat Well for Less NZ

Bradley Walsh & Son Breaking Dad

1 News at Six Beat The Chasers

296k AVERAGE DAILY REACH (+14%)

700k

99.7%

AVERAGE WEEKLY REACH (+8%)

EVENINGS WON

RATINGS

+44%2

NEW ZEALANDERS reached weekly

AP18-54

1 2 3 4

#1 NEWS PROGRAMME

NEW INNOVATIVE CONTENT

Hyundai Country Calendar

203k

475k

AVERAGE DAILY REACH (+26%)

AVERAGEWEEKLY REACH (+18%)

97.3% EVENINGS WON Les Mills

1 2 3 4 5

Shortland Street

Nadia’s Comfort Kitchen

Jamie Oliver Keep Cooking and Carry On

My Kitchen Rules Wentworth Celebrity Treasure Island NZ

NEW ZEALANDERS TURNED TO TVNZ 1 FOR TRUSTED NEWS UPDATES

Motorway Patrol

1 2 3 4

Taskmaster

8 Out of 10 Cats Does Countdown

Drug Wars Cocaine Family Guy Michael McIntyre’s Big Show

Souce: Nielsen TAM, Consolidated, AUD%, 1 Jul 19-30 Jun 20, TVNZ 1 AP25-54, TVNZ 2 AP18-49, TVNZ DUKE M18-39, Excludes repeats, movies, events and one-offs

AVERAGE MONTHLY REACH

TOTAL REACH

2.8m3

2.8m4

AP5+

1.3m3

1.4m4

AP18-54

Source 1: Nielsen TAM, consolidated data, 26th Mar 20, average weekly reach, AP5+, TVNZ Network, all day. 2: Nielsen TAM, consolidated, AP1854. Lockdown weeks: 22 Mar - 16 May, Pre-lockdown: 3 Feb-21 Mar, 6ammidnight. 3: Nielsen TAM, consolidated, March & April, 1 News monthly reach, AP5+ 4: Nielsen TAM, consolidated, 12 Mar-19 Jun. AP5+ and 18-54

626k

933k

AVERAGE WEEKLY STREAMS (+40% YOY)

AVERAGE WEEKLY UNIQUE BROWSERS (+58% YOY)

4.4m AVERAGE PAGE VIEWS (+42% YOY) Source 1: Nielsen TAM, consolidated, 1 Jul 2019-30 Jun 2020, AP25-54. Won vs Three AUD & only when head to head. 2: Google Analytics, NZ Domestic Traffic Only, Jul 19-Jun 20 vs. Jul 18-Jun 19

TVNZ ONDEMAND FY20 YEAR IN REVIEW NZ’S #1 BVOD SERVICE

MOST STREAMED SHOWS

1.7M

1 2 3 4 5

407K Average Weekly Reach +21% YOY

Friends Home and Away Coronation Street The Big Bang Theory

1 2 3 4 5

STREAMS

4.4m Average Weekly Streams +30% YOY

1 2 3 4 5

Shortland Street The Bachelorette NZ Kura The Luminaries The Dead Lands

MOST POPULAR LOCAL SHOWS

STREAMS BY DEVICE

FY20

700K 600K

MOBILE

500K

31%

53%

400K

DESKTOP/ LAPTOP

300K

CONNECTED TV

200K 100K 0 WK

1,604

1 2 3 4 5

LIVE STREAMS

+94% YOY

Killing Eve Shortland Street Les Mills OnDemand The Secret She Keeps Liar

1 2 3

Naked Attraction

1 News Special: Coronavirus Updates

Seven Sharp

Shortland Street Home and Away

1 2 3 4 5

NEW PROFILES

DYNAMIC AD INSERTION

PROFILES

CTV streams doubled YOY

Seven Sharp

Kura Deadwater Fell

Police Ten 7 One Lane Bridge Eat Well For Less NZ Naked Attraction

SHOWS WATCHED ALONE (DESKTOP/LAPTOP)

1 2 3 4 5

Seven Sharp Normal People

Kura

Friends The Bachelorette NZ 1 News at Six

NEW INNOVATION

704K

SHOWS WATCHED TOGETHER (CONNECTED TV)

SHOWS WATCHED UP CLOSE (MOBILE)

OVER

35M

SHOWS WATCHED DURING LOCKDOWN

SHOWS WATCHED

31,280 Episodes Watched

BRANDED CHANNELS

Killing Eve Source: TVNZ / Google Analytics, Jul 2019 - June 2020 excl. Freeview. Top Shows Based on viewing characteristics of 40 highest reaching shows. Lockdown Dates 29 March - 16 May

OPEN MEASUREMENT

MATTHEW DAVISON of Google New Zealand The idea of convincing somebody else that he has something of value worth buying gets MATTHEW DAVISON’S heart racing (as if storm chancing and volcano exploring isn’t enough). The Head of Sales at Google New Zealand shares unique insight into his winning sales strategy and how he’s navigating the challenges of Covid-19, privacy breaches and fake news.

On Selling Stuff for Google It’s my job as Head of Sales at Google New Zealand to run a globallyorientated sales and operations team with a purpose of developing best in class, scalable solutions that support our biggest Kiwi clients. I put a lot of time into exploring how new business can be made, consistently investigating and uncovering the business needs of Google’s clients, really understanding how our range of products, offerings and solutions best serve them and grow their businesses.

On Sales in the Current Covid-19 Climate The Covid-19 Lockdown created a sudden nation-altering halt here in New Zealand. It has been our essential services and businesses that have needed the most support during this time. So, my team and I have spent much time making sure businesses have the information and tools that they need when launching initiatives that Google can support them with. It’s about providing these businesses with a range of tools and services to help them better navigate the challenges brought on by Covid-19. We have done this by providing a large financial commitment in support of these businesses through access to finance in order to help them better reach their customers through Google platforms during these challenging times.

On Winning at Sales We put a lot of thought and consideration into what really does make a winning sales team at Google. And, from my perspective a great team is the sum of its parts, but really knowing how to curate those sums is often more challenging and the most critical part of my role in building a successful sales team. It all starts with hiring the right, and diverse range of people. The reason for this is that businesses that partner with Google come in all shapes and sizes and really no one solution 16

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| The Brand Issue 2020

works for all. So, having talented people with very diverse experience and backgrounds is paramount. If I were to summarise the four key elements that I look for in terms of creating a winning sales teams, I would say firstly its the cognitive ability a person has in their approach to problem solving. Secondly, their leadership ability, particularly around how individuals approach and solve problems. Thirdly, how these traits combine with their experience. And finally, ‘Googleyness’ which encompasses how one works individually and on a team; how they help others, and also how they navigate through ambiguity. And, really thriving in ambiguity has been particularly important as the team navigates through some of the challenges that Covid-19 has presented.

On Remaining Competitive in a Crowded Market Thinking back to the mid-2000s, one of our very first self-service advertising clients in New Zealand was a mail order lobster company. The idea of what they did was actually very simple: their ad was only shown to people who were looking for pictures of lobster, and they were only targeting those places where they actually mailed the lobsters out to. The results were amazing, their ads worked great and the simple concept of targeting those people in market has continued to work for thousands of New Zealand businesses who can now not only compete within their local neighbourhoods, but be competitive on a global scale through the likes of Google AdWords. From those original ads targeting people in market to all the ads you see today, this is the basis our ads are modelled on, and it works because ultimately they are based on human intent. People, through what they do, say and search, reveal what they want which is incredibly powerful information. This gives us a much deeper understanding of audiences so to be able to deliver deeper and richer ads and more insightful information for our customers.

Horse’s Mouth

On Putting Customer Privacy First Our customers’ privacy is a top priority for Google. It’s really important. And everything that we make, all of our products are protected with security technology that can help protect our customers. Additionally, we use security technologies with the many partners that we work with and even our competition. This is because its not only about helping Google and our customers stay secure, but everyone. When you use Google products or services you are trusting us with your data and it’s certainly our job to do right by you. To aggregate this to make our products more helpful to everyone. We feel as though it’s our job to help our users make more informed decisions, we are firstly very clear about the data that we collect, and secondly, how that data’s been used. We have built in controls so that our users or customers are able to feel secure and comfortable using our products and services. Our privacy and security values are not just about compliance strategy, but is actually an essential part of our mission and of our business.

People through what they do, say and search, reveal what they want which is incredibly powerful information.

Matthew Davison

On Fake News and Being Transparent This challenge is not new. And, for as long as Google and the web have existed, a bad actor can try to taint the environment. We take the problem with misinformation very seriously, as it ultimately impacts our credibility and our business model. So, on our own platforms we are focused on adding information during times of breaking news and we’ve been able to train our systems to recognise instances of fake news and our signals point towards more reliable content. The goal is really about helping people find information from authoritative sources, but at the same time we want to provide a variety of sources to help users get a complete picture of what is really going on. Working with these various reliable news ecosystems, I think together we can deliver a high quality of journalism in a well-informed democracy.

On Championing Digital Transformation I’m passionate about digital transformation and technology because they are changing everything around us on a daily basis. For example, even simple things like auto response in emails or the ability for technology to help curate a music video feed. A lot of people even use it to try and beat the traffic by following the live traffic in Google Maps. Digital transformation is driving a great innovation in business. The time of being inspired by doing things the same way they’ve always done is over. Right now the business world is having a hugely transformative moment where I think there are certain companies who are completely out performing their peers. And, the gap is growing between companies which are leveraging machine learning and automation to anticipate a user’s intent to drive incredible business results.

At the same time, there isn’t a week that goes by without a client or an agency ringing me desperate for digital talent. In response to this talent shortage, an initiative that I am part of has been designed to help young people develop their digital skills in collaboration with the University of Auckland. This initiative has put in place a comprehensive digital marketing programme and career summit for students, and to date 100 students who have gone through the programme have obtained fulltime employment. It is now being used as a blueprint for a regional expansion programme.

On Cyclone Chasing and Visiting Erupting Volcanoes My ordinary life is very much confined to a comfy office. And opposed to sunsets and sipping cocktails, I would much rather be having mindblowing experiences. At the moment this is in the pursuit of erupting volcanoes and violent storms. The reason I do all of this kind of stuff is that there are so many places on the planet that humans haven’t been to, explored or documented. When I visit a volcano or the depths of Antarctica, I’m often the very first person to have been there, and that’s a really cool feeling. A few years ago I did a Google expedition in which we took the Google Street Viewer Trekker 400 meters inside an active volcano with a lava lake at the bottom of its crater – the size of two football fields. This enabled millions of Google Maps users all around the world to view at home. It’s this kind of experience and challenge that makes me want to continue working for Google. The Brand Issue 2020

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TVNZ-NZ MARKETING AWARDS 2020 The TVNZ-NZ Marketing Awards Night 2020 has moved to a new date, November 10. In anticipation of an event in which the marketing community comes together to celebrate Next Level Marketing, the finalists in Individual Awards sections share what nomination means to them.

MARKETER OF THE YEAR FINALISTS

“I think when you look across the quality of work, and the quality of marketers we have in New Zealand at the moment I think really the only appropriate words to describe it are ‘proud’ and ‘honoured’. Proud because the nomination really represents the amazing efforts of the wider Meridian marketing team, and honoured to be the leader of such an amazing team.” Michael Healy MERIDIAN ENERGY

“I was a bit shocked, if I’m honest. What we have achieved with the State brand since its relaunch in April last year is pretty amazing and something I’m incredibly proud of, but I wasn’t expecting to be a finalist. There’s a lot of people doing amazing work in the NZ marketing world.” Gabrielle Markwick-Brown

“This nomination is an ode to the incredible experiences we have been able to create. Lotto NZ’s brands are loved and valued by New Zealanders and it has been incredibly exciting for my team and I to take our brand communications to the next level, supported by innovative product development, the country’s largest retail network and our rapidly growing digital platform.” Annemarie Browne

“WOW! Incredibly excited to be included in the top 10 of best marketers in New Zealand. Getting recognition for the hard work and passion that I have poured into the marketing profession over my career is a great feeling.” Barend van der Maas STUFF

“Honoured, appreciated. Humbled.” Helen Flannery

RHYTHM AND VINES 18

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“As a young professional in any industry, knowing that you’re being recognised for doing well in your work is a fantastic feeling. Quite simply, I was stoked.” Michael McRae

“I was very appreciative. We’re a small team who punch above our weight so it was great to be recognised for the hard work I’ve put in since I started.” Izis Weatherhead

DB BREWERIES LTD

BURGER KING

“I feel so humbled! I’d only found out a week prior that I was nominated by my current and former managers. While I was down in Queenstown visiting my family, my manager called to tell me I was a finalist. It was a great way to end my holiday.” Olivia Robins

“Being nominated for the Young Marketer of the Year Award came as a bit of a surprise to me, but I feel incredibly fortunate to be recognised within such a heavily talented industry. Winning the Award would be my most significant career achievement to date.” Liv Glazebrook

LOTTO NZ

IAG

“It was a great feeling. Very honoured to have been nominated, let alone being a finalist.” Kyle Bell

YOUNG MARKETER OF THE YEAR FINALISTS

| The Brand Issue 2020

NEW ZEALAND POLICE

FRUCOR SUNTORY

J H WHITTAKER & SONS

The TVNZ-NZ Marketing Awards, now in its 29th year, is a celebration of everything that makes marketing great in New Zealand and beyond. It’s the only awards programme in the country which focuses solely on the business benefits of strong marketing strategies. This year, the Awards are supported by premiere sponsor TVNZ, and category sponsors NZME and oOh!media, The Radio Bureau, ReachMedia, One Picture and Loyalty NZ. Tickets to the Event Night on November 10 at Cordis Auckland, are still on sale. Scan this QR code to book.

You have all the answers We can help you find them. Most marketing problems are pretty straight-forward. The hard bit is finding the headspace to nail them. We can help you sort the news from the noise to make that easy. Because once youâ&#x20AC;&#x2122;ve found the right questions, the answers are usually obvious. Google us to find out more.

Easy.Excellent.Fun.

WHAT’S ON AT THE

Marketing Association There’s a whole host of events happening at the Marketing Association as this rather frenetic year comes to an end. Be sure to book your place and take advantage of the great insight and networking opportunities to be had.

EMERGING MARKETERS MA is thrilled to have initiated the Emerging Marketers Group (EMG) of New Zealand. Focused on students and run by students, the goal of the group is to gain the engagement of all marketing students in New Zealand. Starting at the University of Auckland with an enthusiastic steering group, this is the beginning of something special for the future marketers of New Zealand. Here is an overview from the students: It’s no secret that most aspiring marketing students struggle to transition from university to a fulltime job. Students are often led by inflated expectations, change in culture as well as lack of experience and skills. Keeping in line with the overall vision of the Marketing Association, we are proud to present our latest edition to the family: Emerging Marketers Group. As the name suggests, EMG is established to offer young and upcoming marketers a forum for social interactions as well as career pathway development. Being a novice to the field presents an individual with innumerable challenges, questions and uncertainties. EMG is committed to make the student's journey smoother, whilst being connected with like-minded individuals. EMG will showcase opportunities to be mentored by experts and tap onto a platform for skill development and talent-showcase. Think of EMG as a parent that you’ve never had for marketing development! EMG, will provide this through an officially recognised association primarily for students. The aim of the Emerging Marketers Group is to hence create an ongoing network of upcoming marketing professionals with a vision of promoting marketing as a profession in New Zealand. Leema Rodrigues, Chair; Max Lawton, Vice Chair. 20

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CX Conference (Half Day) & Workshops With CX now a key focus of corporate strategy, MA’s half day digital CX Conference and hands-on workshops show you what it takes for CX to deliver on your brand promise, with real life case studies from industry practitioners. Conference: November 18, Auckland Face-to-face Workshops in Auckland: Behavioural Science for Customer Journeys, October 16; Customer Experience, October 30; Mapping the Customer Journey, November 17.

Marketing South MA’s annual one-day Southern conference is all about connecting and celebrating the local marketing community. This year’s event features case studies from The Crusaders, Google, Lone Star, Enterprise Dunedin, Cardrona, and more. Sponsored by Research First. October 29, Christchurch.

CMO Forums MA’s invite-only dedicated senior marketers’ programme available exclusively for MA members.

Brainy Breakfasts Our popular breakfast series focused on trending and key marketing topics, sponsored by Qrious. September 16 and December 2, Auckland.

B2B Marketing With the support of MA’s new B2B Marketing Special Interest Group, 2020 sees the launch of a whole raft of initiatives to support the B2B Marketing community, such as a free networking event, an online nationwide event featuring case studies from leading B2B brands, and a workshop on Building and Sustaining B2B Brands. Networking Event: September 24, Auckland Face-to-face Workshop: October, Auckland Nationwide Webinar: October 15

Digital Face-to-Face Workshops From Digital Storytelling and Advanced Social Media to Digital Strategy and Google Analytics and more, MA’s workshops give you lots of options to support you and your team’s development as digital marketers. Pick the best one for you at marketing.org.nz/courses.

| The Brand Issue 2020

NAVIGATING THE NEW

Privacy Act New Zealand's new and updated privacy legislation comes into effect later this year, signalling a new legal framework for the protection of information. Keith Norris highlights the principal changes, and how these may impact marketers. IT’S HARD TO BELIEVE that New Zealand’s Privacy Act became law 27 years ago, and its core founding principles have not changed since then – this despite advancements in technology and our ability to collect and store an infinite amount of information. During the initial drafting, there were fears that the new Act would be similar to the General Data Protection Regulation (GDPR), which governs privacy regulation in the EU, but these are unfounded. There is no requirement to allow the ‘right to be forgotten’ nor is there an automated ‘cookie’ opt-out clause. Instead, the introduction of a mandatory data breach notification scheme and hefty fines for those who don’t comply are among the major changes being effected.

Keith Norris

There are few changes in the new Privacy Act which will cause marketers any problems. The updated version comes into effect on December 1, 2020 and is very similar to the existing legislation. Among the principal changes marketers need to be aware of under the new legislation are:

Privacy breaches A requirement to report privacy breaches: If an organisation has a privacy breach that causes serious harm or is likely to do so, it must notify the people affected and the Privacy Commissioner as soon as possible. The Act clarifies that liability for breach notifications sits with the business or organisation, and not individual employees.

Sending data overseas The strengthening of cross-border protections: New Zealand companies will have to take reasonable steps to ensure that personal information sent overseas is protected by comparable privacy standards. This means the country or territory must have similar privacy laws or a contractual obligation must be in place. The Act also clarifies that when a New Zealand agency engages an overseas service provider, it will have to comply with New Zealand privacy laws.

Compliance notices The Commissioner will be able to issue compliance notices to require an agency to do something or stop doing something.

Criminal offences Fines of up to $10,000 can be imposed on companies who do not comply with Privacy Commission investigations or who destroy documents containing personal information if a request has been made for it.

Children’s information Privacy Principle 4 has been clarified, requiring organisations to ensure the way they collect information from children and young people is fair and does not unreasonably intrude on their personal affairs. If you have any concerns or queries about the new Privacy Act or any regulations affecting your marketing activities, the Marketing Association runs a free advisory service for its members. For more information on this service or to enquire about membership, email contactus@marketing.org.nz.

The Brand Issue 2020

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Revamping the Flybuys brand for a new age of consumers

Loyalty NZ knew it had a significant task on its hands revamping the known and loved Flybuys rewards programme. Yet, despite multiple setbacks, due in large part to a global pandemic, the team managed to up Flybuysâ&#x20AC;&#x2122; relevance and draw the attention of new members and brand partnerships. 22

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| The Brand Issue 2020

NZ MARKETING

LIZZ

Loyalty NZ

Y RY L E Y

ith 1.7 million members Flybuys is the best known loyalty card programme in New Zealand. However, according to Loyalty NZ’s CEO Lizzy Ryley, this familiarity was starting to erode brand relevance, which they knew they needed to adapt to beat. “Feedback from younger people was that Flybuys was seen as the ‘toaster programme’ and something only their parents used. So, a decreasing appeal to younger Kiwis coupled with a more dynamic and competitive market, meant we needed to take a long, hard look at the programme and what we needed to do to increase relevance and ensure Flybuys was the card that members scanned most often.” Multiple rounds of consumer research gave Loyalty NZ confidence that they knew how to innovate and re-design the programme to stay meaningful to members. According to Ryley, the research showed clear changes that needed to be made to the 24-year-old brand. “Members told us that while many of them still valued Flybuys’ ability to reward them with products and experiences from the Flybuys store, they were particularly interested in grocery- and fuel-related rewards as these would benefit them on a day-to-day basis. “We found members who had a lower level of spend expressed some frustration at having to wait a long time to be rewarded. They wanted to see the value of the programme more immediately and for it to be much more relevant. Our members know that we have the ability to deliver timely and relevant offers for the things they want and need.” The new programme gives members the freedom to choose to be rewarded with Flybuys Points to spend in the Flybuys Store, New World Dollars or extra fuel discounts from Z and Caltex. The revised programme has opened possibilities for Kiwi businesses, especially with a new treats, deals and offers platform. Flybuys lets companies offer one-off deals, without having to be a long-term Flybuys partner – the first time in Flybuys history. “We’re open for business. Previously we could only work with companies who wanted to sign up for a long-term Flybuys-issuing commitment. But, these changes allow many other brands and businesses, who are not part of the existing Flybuys network, to do business with us. It’s a fantastic opportunity for marketers and agencies to access our database of 1.7 million active members.” Z Energy and New World are both currency partners of Flybuys. Z Energy’s Chief Customer Officer, Jane Anthony, says that the array of options provided by the new Flybuys adds huge value to business partners and consumers alike. “This shift really redefines the programme to be relevant to the needs of customers today and for the future while keeping what people have always loved. The refresh really puts customers at the centre and redefines the programme around them.” Anthony says that the revamp and transition will help strengthen its loyalty offering through Flybuys as younger consumers look for lower thresholds of rewards. Dominic Quin, Group GM Marketing and Customer Experience for New World, agrees that this transition will improve brand recognition for Flybuys while attracting the next

generation of shoppers. “We need to be constantly evolving to stay relevant and this applies to all brands, not just Flybuys,” says Quin. “The Flybuys team have done a great job, the look and feel is contemporary and the ability for customers to select their rewards through Flybuys is certainly the kind of thinking we look for in a trusted partnership.”

COVID CREATIVITY

Leading creative agency Colenso BBDO partnered with Loyalty NZ to bring the new brand and communications to life. Working with Sweetshop, Colenso produced and distributed over 63 individual pieces of film for the launch campaign ‘Everyday Happy’, which so far has seen a great response. The creative agency influenced the reposition through the different touchpoints, the website design and even the new logo to make it more relevant. Yet, Loyalty NZ’s Chief Customer Officer, Bridget Lamont, acknowledges the process was anything but straightforward. The global pandemic not only made them push the launch out by a few months, but also hit right after filming for the new campaign wrapped up. This prompted the Flybuys and Colenso teams to rethink potential consumer reactions to the ‘Everyday Happy’ positioning. “We read the writing on the wall and knew we needed to hold back our launch until we were confident the time was right. It was a challenging process to complete development of a major launch campaign in a total lockdown, but we pulled out all our best collaboration and teamwork skills and we are thrilled with the end result. “We also needed to be sure that our new brand positioning was appropriate and relevant in a Covid-19 dominated environment, because there was a risk of being perceived as tone deaf, so more consumer research was undertaken – this time with the help of Zoom.” “The very premise of the new ‘Everyday Happy’ positioning for Flybuys was to reflect that everybody’s idea of happy is different. This ties into the proposition of the new Flybuys – giving members the freedom to choose how they want to be rewarded. For some people it might be choosing to fill their car with fuel, for others it might be a discount on their groceries or a new piece of technology they buy with Flybuys Points in the Flybuys Store.” Lamont, who has extensive experience with loyalty programmes and data-driven marketing, says that transforming such an established, trusted and loved brand meant that all strategic and creative decisions needed to be very intentional. “We had to make changes that centred on what our customers • Flybuys has been transformed, were telling us. We talk for the first time in 24 years. a lot in marketing about • 18 months of research and being customer centric, and consumer testing. the new Flybuys represents • Includes new suite of offers an excellent example of and promotional mechanics. taking customers on the transformation journey and • New offers will appeal to younger consumers. asking questions every step of the way, right back to To find out how you can engage with when we started this in the Flybuys visit flybuysopen.co.nz. middle of 2018.”

In Summary

The Brand Issue 2020

NZMARKETINGMAG.CO.NZ

BEHIND THE SCENES ...with Special Group and Tourism New Zealand’s ‘GOOD MORNING WORLD’

What do you get when you ask a whole bunch of proud Kiwis to share their little slice of paradise with the rest of the world, every day for 365 days? A genuinely warm ‘Good Morning World’, a feeling of being part of the whāa-nau and a Global Effie.

Feature

s if the magnitude of producing a multi-region advertising campaign to run the course of a year – complete with 92 days of filming (the equivalent of three and a half feature films of footage) creating over 2900 outputs – isn’t a mean achievement on its own. To be named as one of only three agencies in the world to win at the Global Effie: Multi Region competition, may give some indication as to just how special Tourism New Zealand’s ‘Good Moring World’ campaign is. The campaign, co-created between Special Group’s New Zealand and Australian offices, saw every day New Zealanders say “Good Morning World” for 365 days of the year. On the back of the success of the campaign, it’s the first time a New Zealand agency has been recognised with a Global Effie Award - honouring the world’s most effective marketing campaigns which run across multiple regions. “To be named one of the three most effective campaigns in the world is some achievement. Add to that the pencils Tourism New Zealand received for Good Morning World at D&AD, One Show and AWARD, and you have the perfect recognition for such an important piece of work,” says Tony Bradbourne, CEO of Special Group. According to Bradbourne, the campaign has gone on to significantly increase brand love for New Zealand in the key markets targeted, including Australia, China, UK and USA. “Appeal increased across the board between three and nine points. In Australia this had been hovering around the 60 percent for the past three years, but since Good Morning World this has jumped to 68 percent, breaking all records.” In addition, Good Morning World grew the number of people demonstrating intent to book, with an incredible 1,590 percent increase in searches for “New Zealand” after the first weekend of activity in the Australian market. “Tourism New Zealand’s audience tracking revealed a significant increase in travellers who had successfully now been moved into a ‘booking mindset’ for an New Zealand holiday, seeing intent to book rise between three and and nine points in key markets,” Bradbourne adds. In Australia the campaign generated $7.3 million Equivalent Media Value (EAV), with Good Morning World reaching 17.2 million Australians in the process through total

RY GA L L E RY

“The passion and pride that Kiwis have of NZ – and their desire to share it with the world and demonstrate the Kiwi welcome is pretty special.” earned media and social coverage, with videos achieving an incredible 605, 214, 279 impressions across all markets. So, what went into producing such impressive results? With visitor numbers plateauing and even declining in some regions, Tourism New Zealand tasked Special Group with reviving and evolving a 20 year creative platform, ‘100% Pure NZ’, to communicate the feeling people have when they leave New Zealand – one of family and coming together in this unique part of the world. “The Good Morning World campaign was a global gesture of welcome that demonstrated Kiwi’s 100% Pure New Zealand welcome. As the first country to see the sunrise each day, it saw New Zealanders have the official role of greeting the world to each new day with a ‘Good Morning’ to the entire planet,” explains

Rory Gallery, Special Group Head of Strategy. A different Good Morning to the World was produced and put into key markets every single morning for an entire year. 365 New Zealanders sharing the things and places they love, in unscripted, personal messages. The team at Special Group worked with Sweet Shop to produce the videos, directed by Dylan Pharazyn and Charlotte Evans. Bradbourne was the driving creative force behind the entire campaign and even directed the first and last spots as well as a few along the way. The creative agency’s production company Nimble also shot a lot of extra content for markets and trade. “We worked with the brand team here in New Zealand to develop the Good Morning World platform but a key part of its success was working with the market teams in each region to understand how it would adapt and be flexible for each market. We worked with the local teams on the ground and a global media agency to bring it to life in different ways, with different support plans. Throughout the campaign period we had briefs flying in for how we could extend into trade, PR, Rugby World Cup finals, when famous Kiwis were back home,” says Gallery. One of the most special things about this campaign – and possibly speaks to why it was so successful – is that everyone who contributed to a video was genuine and real. “New Zealand at its best. The beauty of Good Morning World is the simplicity of the shooting format. We travelled the country capturing Kiwis in their favourite spots, but also encouraged user generated content, we did a call out via social media channels and got a huge amount of great responses – even from Sam Neill,” adds Storm Day, Special Group Head of Account Services. “The passion and pride that Kiwis have for New Zealand – and their desire to share it with the world and demonstrate the Kiwi welcome is pretty special,” adds Gallery. And that’s saying something coming from an Irishman. From a production perspective, the team say this was one of the most complex campaigns they had worked on, but with each shoot the team got better and more nimble. “It was a big change in approach, from the traditional approach of shooting one single highly crafted 60 second film, to 365 unique pieces of film fronted by genuine New Zealanders. It’s this different approach, The Brand Issue 2020

NZMARKETINGMAG.CO.NZ

LOCAL LOVE

We asked Bradbourne, Gallery and Day to share their favourite videos from the campaign, and why:

Tony Bradbourne

OOH creative for Good Morning World

and the genuineness at the campaigns heart, that has been a major part of its success. It’s clocked up over 12 million comments throughout the year. Ending with many overseas followers of the Instagram channel pleading desperately for it to continue. Comments you just don’t get from traditional advertising,” says Bradbourne. Obviously, capturing enough content to be live every single day for 365 days was a significant challenge, and to achieve this the team chunked it down to seasonal shoot blocks plus an even more nimble team to activate topical opportunities for each market as they arose. “As a team we became extremely efficient and found a way to deliver scale that is both manageable and affordable,” adds Gallery. The focus now, as New Zealand and the rest of the world grapple with the Covid-19 pandemic, is how to keep brand New Zealand alive in the hearts and minds of the world when people can’t travel here. “As an extension to this, we’ve kicked off a platform called ‘Messages from NZ’ which enables Kiwi’s to send a message to the world,” says Bradbourne. In the words of Tourism New Zealand, the campaign has been “their most successful ever” in the 20 year history of 100% Pure New Zealand. “Good Morning World surpassed all our expectations and reignited people’s desire for a New Zealand holiday. This is the highest performing campaign we’ve ever done, from 26

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| The Brand Issue 2020

both a long-term brand building perspective and a short-term motivation,” say Brodie Reid, Director of Marketing at Tourism New Zealand. Bradbourne says that the team at Tourism New Zealand trusted his team from the start and the work is testimony to the strength of the relationship and the shared passion they all have to create amazing work that will make a difference. “We are all pretty proud that we pulled this off. The campaign had to adapt for each market and everyone could see the potential and the flexibility of Good Morning World as a creative platform. It was a true team effort – everyone rolled up their sleeves and got involved. The commitment, trust and dedication from Tourism New Zealand and the industry-wide support was amazing.” Speaking with his CEO hat on, Bradourne says that the lessons learned from such an incredibly complex campaign has forced the agency to evolve in terms of how it approaches other projects. “I think every project has a bunch of learnings that you take forward in to the next one. We have a mantra at Special that we apply to every task and every decision we make. ‘Will it make a difference?’ “Everything we do needs to make a difference – the importance of asking this question at every step is how we challenge ourselves to be better, to box above our weight and to choose to work with incredible partners like Reid, Jill Chestnut and their team at Tourism New Zealand.”

Storm Day

“I love our East coast beaches – Coromandel, Hot Water Beach is pretty incredible. I’m also a fan of Queenstown for a winter getaway. The domestic ‘Do Something New NZ’ campaign has really inspired me to try, and more importantly participate, in different kinds of family holidays this year,” says Bradbourne. Day is a fan of Day 216: “Sam Neill did his own video and even shared it on his own channels. Sam and his duck Charlie are very cool.” “Day 184: Ray and Penelope the pig at Te Anau. It was the most popular and got a huge amount of engagement,” adds Gallery.

Feature

TURNING

INWARDS

While much of the world is still under the grips of the pandemic, New Zealand is opening up for business â&#x20AC;&#x201C; but with a difference. With our borders largely closed to the outside world, and in a country reliant on selling Brand NZ to foreign markets, GRAHAM MEDCALF asks how marketers have pivoted and repositioned their brands to appeal to Kiwis.

n June 8, 2020 New Zealand moved to Alert Level 1 and companies breathed a sigh of relief as business headed into a new normal, one that had border closures, resulting in marketers turning inwards to see where the local market could make up for the inevitable losses forced by an isolationist Covid-19 world. Seventeen days later, insights and consulting company, Kantar, issued a news release proposing “brands must tap into their ‘New Zealandness’ to stay relevant”. “A well-articulated and crafted brand will have an emotional core, but it is possible to ‘dial up’ and ‘dial down’ attributes within that. The implication is that brand strategists need to tap into their brands’ ‘New Zealandness’ at a time when supporting local businesses and, by extension, ‘New Zealandness’ as an economic concept is increasingly important,” wrote Kantar executive director Jason Cate. A return to Level 3 in August, as a new cluster of Covid-19 infection hit Auckland, only served to reinforce this advice. Similarly, research from Rutherford Labs suggested: “Businesses that want to speed their recovery following Lockdown might want to consider marketing based on their

affiliation with local communities - or at least position themselves as a Kiwi business.” As a staunchly Kiwi brand that’s been marketing to Kiwis for generations, Mitre 10’s market focus didn’t change, in that the company has always been committed to the local domestic market. However, “consumer behaviour in the category has definitely changed since Covid-19,” says Jules Lloyd-Jones, Chief of Customer Marketing & Inspiration. Mitre 10 is the major New Zealand chain of home improvement stores and as Kiwis were feeling the isolation of Lockdown, their homes became even more important to them, becoming a sanctuary. “With so much enforced time at home during Lockdown, many New Zealanders undertook existing or planned new home improvement projects,” notes Lloyd-Jones. “And so, to be relevant and helpful throughout this time we focused on the promotion of existing and new ‘how to’ content, like our extensive range of Easy As videos and Easy As Kids content, to support projects big and small.” While the Lockdown proved to be a marketing opportunity for Mitre 10, no such luck for businesses like Air New Zealand and many other tourism reliant companies

“Brand strategists need to tap into their brands’ ‘New Zealandness’ at a time when supporting local businesses.” Jason Cate

EXECUTIVE DIRECTOR, K A N TA R

that suddenly saw their potential customers disappear. Back in the good old days of 2018 Air New Zealand took out the Marketing Award at the Airline Strategy Awards in London, recognised for excellence and innovation in various aspects of marketing which contributed to overall market positioning with strong commercial results. With a reputation for using substantive research and evidenced-based insights the airline consistently produced some of the best marketing campaigns over many years, many of them aimed at international travellers. Fast forward to today and Air New Zealand’s marketing focus has turned inwards, teaming up with Tourism New Zealand to persuade Kiwis to enjoy the attractions of their own country. The ‘Do something new, New Zealand’ winter campaign kicked off early August, promoting the key ski locations in Taupo, Christchurch and Queenstown, primarily through social media, digital display advertising and online. It begs the question as to whether this is the demise of the big-budget, TV-led campaigns that we are used to. Meanwhile, Tourism New Zealand is now marketing to locals, while keeping the Good Morning World campaign alive. Local tourism marketing has been helped by a recovery package that injected $400 million into the domestic campaign, a programme to assist strategic tourism attractions. Fran O’Sullivan (NZ Herald, 15 August 2020) wrote: “There is no public strategy which underpins how New Zealand will engage with the rest of the world when Covid-19 dissipates. Or considers the industries that might replace tourism and international education.” With the loss of foreign students, higher education is an industry that has been hit hard by the pandemic. Tertiary institutions have had to pivot and give greater focus to the local side of their business. In what is an incredibly competitive domestic market, the University of Auckland, has moved swiftly to offer the working professional market with a growing portfolio of fully online programmes. The University has also shifted engagement with school leavers, their parents and schools to online rather than relying on the more traditional channels of engagement such as face-to-face school visits and on campus events.

Feature The challenge for the University is to appeal to a broader New Zealand student market whilst staying true to their core. The key was doing this effectively and fast, along with a strong strategic Purchase any new Audi before September 30, and receive focus on the University’s point of a New Zealand holiday package worth up to $6,000*. difference. Wunderman Thompson has worked closely with the University to develop compelling creative that spoke to New Zealanders, producing multiple recruitment campaigns. The tightness of the team – University marketers, Wunderman Thompson and the media agency, Mediacom – is a great example of the ‘one team’ approach necessary to succeed in a crisis. This totally immersive, real-time approach that at times blurs the lines between agency and client is reinforced by Troy Fuller, managing director of ad agency 99. Doug Beech “With collaboration and Operations Manager and Head Guide, Minaret Station. Wanaka. reactiveness at the core of our Take advantage of this offer and help support kiwi businesses like Minaret Station, where you’ll see why New Zealand’s first alpine lodge was built in this stunning Southern Alps setting. Covid-19 ways of working, Visit audi.co.nz/discoverNZ to find out more. processes became leaner and that enabled us to get to market quicker,” he says. customer, putting the ability to meet their Prioritising tactical thinking and being needs ahead of everything else. responsive to quickly changing customer The ‘Ask Kiwibank Anything’ campaign needs, has meant a short-term focus on opened up a two-way dialogue between customers’ mid- to long-term strategies. Kiwibank and its customers, with the idea “Knowing nothing was guaranteed in 2020, built on the empathy and transparency we have applied scenario planning techniques unfamiliar to many of the big banks. With to bake greater flexibility into our work. It’s a always-on support communications and practice of mapping ‘what ifs’ to solutions that specialist teams at the helm, Kiwibank stayed can still deliver on objectives.” active in the market and available to field the With the help of 99, Spark launched a New questions, concerns, and often panic, that Zealand first ‘Spark Virtual Store’, a proactive many customers were facing. response seeking to replicate the Spark ‘The Big Reset’ signalled to customers in-store experience online. The real challenge Kiwibank was there for New Zealanders in was delivering the curated discovery, expert a stressful time and delivered a 100-basis advice and demonstrations of a best-in-class point drop on variable mortgage rates. This store experience to the safety of Kiwis’ homes was a New Zealand first move that created during the pandemic. more equity in the home loan market and The Spark Virtual Store has already proven demonstrated Kiwibank’s mandate and itself as a successful retail channel and purpose in helping Kiwis. branded experience touchpoint. Primary industry is another area affected With partners Kiwibank, 99 launched the by the new reality. Beef + Lamb New Zealand ‘Ask Kiwibank Anything’ digital platform, Inc is responsible for domestic promotion and ‘Reset’ and ‘Flexi’ campaigns. These of beef and lamb and is jointly funded by pieces of work converged around the farmers (Beef + Lamb New Zealand Ltd),

New Zealand retailers and New Zealand processors. The company recognised that there are a number of Kiwis struggling as a result of Covid-19 and launched its Beef + Lamb Community Fund, which was set up to support grassroots, community initiatives in need of a helping hand in the form of meat packs for raffles, BBQs and general fundraising. To date they have supported over 50 different community projects nationwide, from sports clubs, kids’ charities, toy libraries and more, and that number continues to grow. General Manager, Kit Arkwright, told NZ Marketing: “We were due to launch a campaign in March but took the decision to postpone in light of Covid-19. Part of the budget, originally ringfenced for the March campaign, was directed into our ‘always-on’ digital activity which gives us the flexibility to adapt at the click of a button.” Like many marketing companies, it’s not so much the strategies that have changed, but a focus on tactics and channels. With consumers potentially one Covid-19-positive case away from returning to lockdown, marketers have seen the need to place resources in channels that will be not impacted by restrictions on movement. “We saw our digital channels double in size during Lockdown,” reports Arkwright. “We’ve been delighted that audiences have more or less stuck around, and we will continue to future proof these channels.”

Doug wants you to buy a new Audi.

*The Offer is applicable to any new Audi purchased and registered from 01.07.20 – 30.09.20. See audi.co.nz/discoverNZ for full terms & conditions.

BUT WHAT ABOUT OTHER MARKET SECTORS?

“It’s been impressive to watch how many of our clients have been able to quickly adapt and change to the evolving environment created by Covid-19. Decisions that would have taken a year in ‘normal’ business conditions, are being made in days,” says FCB New Zealand’s Managing Director, Toby Sellers. “While NZ has done well to return to a level of normalcy other countries can only The Brand Issue 2020

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dream of, there is still much uncertainty in the market and an expectation that an economic downturn is looming.” That remark from Sellers was made just before the August return to Level 2 in Auckland, so the economic downturn he refers to may be longer and more frightening than thought of at the time. Long and even mediumterm planning is much more difficult, and marketers are having to focus on short-term marketing strategies to maximise revenue generation, in the present. Pressure on revenue has impacted marketing budgets, and more robust measurement to demonstrate ROI is now a top priority. Something being championed by FCB. Campaign efficiency has to repay investment as media budgets decrease and share of voice is impacted. “More clients are now realising the benefits of using first party data and leveraging their owned channels to engage customers,” reports Sellers. Not surprisingly, there has been a steep rise in the optimisation of e-commerce sites to realise new online trading opportunities driven by lockdown restrictions. While the increase in online sales has been a positive development for most businesses, the sudden demand has also brought new challenges which have had to be quickly addressed. There is now a much greater focus on the digital customer experience, minimising friction to maximise conversion and enhance brand reputation. It has afforded some brands the opportunity to modernise and refresh, perhaps a little more quickly than they would have liked. The disruption of Covid-19 has brought with it new and unexpected opportunities for marketers to change elements of their business models. Identifying new and emerging trends will help to develop new products, services and audiences to capitalise on these opportunities. Some astute marketers see the current crisis as an opportunity to grab brand share, while their competitors reduce spending. Harvey Norman is a great example of this recently, with a splurge of wrap arounds on Stuff and NZME newspapers, advertising an array of well-priced, brands, offered to a stay-at-home customer base who might previously have spent their disposable incomes travelling the world. The Lockdown also afforded health and wellness brand Red Seal, with the help of agencies Studio Nash and MBM, to encourage 30

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“With collaboration and reactiveness at the core of our Covid-19 ways of working, processes became leaner and that enabled us to get to market quicker.” Troy Fuller

MANAGING DIRECTOR, 99

Kiwis to look after themselves from the inside out. The ANZAC Day launch took advantage of high TV viewership to share Red Seal’s revamped ethos, ‘When you put incredible in you get incredible out.’ Over the past few months, there have been many cliched and inauthentic responses from numerous brands that, in trying to remain relevant, have ended up in a sea of sameness, instead of jumping on the ‘in these unprecedented times’, bandwagon, and pivoting or repositioning their brands to appeal to Kiwis. Conversely, there are examples of marketers recognising an opportunity, despite the adverse circumstances. Encouraging Kiwis to continue to shop local is central to Visa’s new digital campaign, which focuses on six small North Island businesses that need support following the impact of Covid-19. The ‘Where You Shop Matters’ campaign aims to support small businesses, enabling them to not only survive, but thrive. Fronting the campaign are Duncan’s Brewing Co., Waiheke Dive and Snorkel, Commonsense Organics, Surmanti, Adrienne Whitewood and Loxy’s Hair Boutique.

As Visa country manager for New Zealand and the South Pacific, Marty Kerr, told NZ Marketing’s digital arm, StopPress: “Visa has launched free e-commerce starter packages, an ad booster programme, and the Visa Business Locator Tool. These resources are still available, and we urge Kiwi business owners to take advantage of them as they rebuild from the shock of Covid-19.” PAK’nSAVE has always entertained Kiwis and made them feel good about who we are as a nation, so instead of compounding the uncertainty, their FCB-created campaign doubled down, delivering important Covid-19 related messaging in the brand’s inimitable tone. Instead of talking about being trapped at home, Four Square highlighted the benefits of more time at home and simpler pleasures. Audi connected the pleasure of a premium driving experience with the pent-up demand to get out and explore New Zealand. This was done through a retail offer that incentivised purchase with a credit towards a premium driving holiday to a number of New Zealand’s most desirable locations. Mercury had launched the latest chapter from their Energy Made Wonderful brand platform before the Covid-19 outbreak, encouraging Kiwi’s to ‘make oil history’ by joining the electric revolution. The Covid-19 Lockdown gave New Zealand and the world an immersive experience of the benefits of a world without fossil fuel powered transport. Staying close to consumers via insights has been important for marketers, and understanding New Zealanders’ feelings of safety, positivity and confidence in the future has become a priority. Mitre 10 is now using media channels which offer considerably more flexibility, so the retailer is able to be more responsive. “Lockdown created opportunities we hadn’t foreseen prior to this, Lloyd-Jones told NZ Marketing, “particularly the need to accelerate our e-commerce channel rapidly, when for a period it became our only retail sales channel.” This required the team to get things done in days, what might have taken months under usual circumstances. There has also been a genuine desire amongst Kiwis to support local, so Mitre 10 amplified its storytelling around community connections, a co-operative business model and its heritage stories, with many of the Mitre 10 stores having served their communities for generations.

Feature “Recognising that many New Zealanders’ financial situation has changed considerably due to Covid-19, we’ve increased our focus on value-based promotions and deals and our entry level private label brands like Number 8, so that shoppers can continue to undertake small and large home improvement projects. As a Kiwi co-operative business, we do a lot for our local communities,” says Lloyd Jones. In addition, Mitre 10’s Helping Hands programme, recently launched nationally, brought together all the practical support that its stores provide to community projects, like rebuilding school playgrounds, establishing community gardens, or upgrading a local rugby club room. “We’re continuing to produce content to help Kiwis get their jobs done right because we’re seeing a continued high level of interest in our Easy As videos and how-to guides,” adds Lloyd Jones. Spending more time at home has also been a boon for streaming services, and with the merging of Spark’s Lightbox under the Neon umbrella, Sky TV is turning its business around at a time when pay TV is being decimated globally by Covid-19.

Sky sees this move as one of being a local disruptor, taking the fight to local Netflix, and getting the pricing right at $13.99 a month. Whether this will have the unintended effect of moving some Sky TV subscribers off the pay TV subscription remains to be seen. Sky TV has also managed to change perceptions with their customers, and with the return of live sport, have seen soaring audiences. A lot of Sky TV’s new approach to upgrading customers has been off the back of work done by award-winning researcher Kathryn Topp at Yabble, who helped them to understand their customers’ needs better, while introducing new ways to interact with both current and future customers. The customer-first approach is indeed refreshing. The reaction to the ‘Life needs more Sports’ campaign has been extremely positive and the broadcaster is now poised to make the most of ‘New Zealand as Sports Stadium for the World’, unless we have recurring Covid-19 community infections. At the time of writing, Sky TV were working on a relaunch of the SKY master brand, with its agency DDB, who had already garnered Kantar Chief Executive Officer Jason Shoebridge

FCB New Zealand Managing Director, Toby Sellers

accolades for the Streaking Baby TVC. Sport is obviously huge for Sky but as their marketing team like to emphasise, “we also do entertainment so well, and also Sky News – people keep forgetting we do news!” Talking to NZ Marketing, it was obvious they had a very good time through Lockdown and are on a journey from brand dislike to re-invention. This all happening under the guidance of CEO Martin Stewart and CMO Steve Bayliss (both joined Sky TV in 2019), which has introduced a new positive way of working with their partners and other players like TVNZ. Smart marketers have become considerably more comfortable with being uncomfortable, working with greater flexibility and less certainty. They’ve developed more resilience, pragmatism, and a real Kiwi can-do attitude and increased sense of perspective. They’ve had to deal with many uncharted and sudden challenges, from pressures on customer service capacity to supply chain problems and trading restrictions, all of which has impacted their ability to trade and their customers’ brand experience. But in many ways, Covid-19 has given New Zealand marketers permission to be more innovative.

Jean-Claude Decaux

Bus shelter in Paris

JCDecaux Street Furniture: The heart of design and urban beautification Jean-Claude Decaux had a vision, one that would forever change the face of outdoor media. In 1964, he invented the concept of street furniture, delivering beautiful bus shelters for the city of Lyon, financed by advertising. The world took notice, and JCDecaux became a global phenomenon.

family business spanning three generations, JCDecaux is the world’s number one name in Out-of-Home, the only international company solely focused on street furniture, transport and billboard advertising. Today, JCDecaux is part of the Euronext 100 index and has a prominent presence in over 3,800 cities and 83 countries, generating advertising revenues of €3.89bn (NZ$ 6.88bn) in 2019. For over 50 years, JCDecaux has been transforming places and the way people engage with brands. Dedicated to being the best at what it does, JCDecaux is passionate about design and enhancing communities, working with renowned designers and architects around the world. They include the likes of Norman Foster, Zaha Hadid, Philip Cox, and Phillippe Stark. Recognised for its premium aesthetic and unique quality, JCDecaux is also the partner of choice for top fashion houses and luxury brands. 32

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Boasting a strong global balance sheet, its financial stability makes the company a reliable media partner in any economic landscape. With bold confidence and a pioneering spirit, JCDecaux continues to pursue the exciting possibilities tomorrow may bring. Before Jean-Claude founded the company, he started a business creating billboards along French roadways. A new legislation in France placed restrictions on billboard use, forcing him out of business. Not one to give up easily, he made a deal with the city of Lyon, proposing that he would build bus shelters in exchange for advertising space. JCDecaux was born, and Jean-Claude’s passion for innovation revolutionised the industry. From self-cleaning public toilets to street furniture, and from electronic billboards to data-driven experiences, JCDecaux challenged the conventions of outdoor media.

NZ MARKETING

By the turn of the millennium, JCDecaux became a listed company, with Jean-Claude’s sons, JeanFrançois and Jean-Charles at its helm. It wasn’t long before JCDecaux became the number one outdoor media provider in the world.

STREET STYLE

JCDecaux is the media partner of choice in the most iconic and progressive cities around the world.

Founded on the pillars of innovation, JCDecaux invented a new business model in 1964, street furniture financed by advertising. This passion for innovation has continued ever since and in 2019, JCDecaux invested over €17 million (NZ$30m) in its dedicated, 197 strong Research & Development team. This team is the global leader in Smart City street furniture solutions and are always exploring new ways to expand its range of advertising infrastructure, driven by data and inspired by technology. It’s no coincidence that JCDecaux is the media partner of choice in the most iconic and progressive cities around the world. In 2019, JCDecaux was recognised for the 9th consecutive year for its commitment to sustainability, and awarded a position on the CDP’s prestigious ‘A List’. Core to the group’s strategy is the ceaseless pursuit of sustainable and responsible development of urban environments. The R&D team’s mandate is to deliver world-first media solutions that benefit both the community and advertisers. A classic example of their ingenuity is the state-of-the-art green shelter delivered to the city of Manchester. The first of its kind in the UK and designed by Marc Aurel, the shelter is a beautiful example of where tradition meets technology, including a living roof, charging points, free Wi-Fi and local information delivered via digital touchscreen. They took it one step further in 2020, announcing a world-first patented blueprint for a natural cooling bus shelter, designed to improve the comfort of commuters in the world’s hottest cities. On a wall at JCDecaux’s headquarters in Plaisir, France, is the quote: “If something is worth doing, it is worth doing well.” Bringing together

JCDecaux

a global team of changemakers, movers and shakers, JCDecaux challenges conventions, embraces innovation and raises the bar for others to follow. In the words of Jean-Claude Decaux, there is “a constant desire for excellence, a strong emphasis on design, and an obsession with always, always using the business to serve the community.”

JCDECAUX AUSTRALIA: THE GOLD STANDARD

It was the year 1997. Gearing up for the 2000 Sydney Olympic Games, the City of Sydney anticipated throngs of athletes and visitors from around the world. It would be a spectacle of international proportions. All eyes would be on Sydney. Everything had to be perfect. Every street corner. Every touchpoint. The City of Sydney was determined to put on a show the world would never forget, and Sydney had to put its best face forward. Enter JCDecaux, awarded with a 20-year contract to fund, design, manufacture, install and maintain a fully integrated suite of street furniture. They delivered, elevating the city’s outdoor media landscape to a whole new level. It was the golden opportunity that opened doors to the Australian Out-ofHome market, and the rapid expansion of JCDecaux in Australia began. Today, JCDecaux is the preferred partner in premium Out-of-Home media. Its portfolio across key Australian capital cities include Airport, Street Furniture, Roadside, Transit, Rail and Dynamic Creative Solutions, featuring some of the most prominent digital outdoor assets across the country. The real winners? Its brand and concession partners, of course.

JCDECAUX’S STREET FURNITURE Number one worldwide 80+ countries 3,890 cities 517,800 advertising panels

Smartframe in Sydney

THE FUTURE OF JCDECAUX NEW ZEALAND Where opportunity meets preparation. Through its acquisition of APN Outdoor in 2018, JCDecaux gained a strategic foothold in the New Zealand market. This move was a deliberate step in the French giant’s global expansion strategy and significantly bolstered its portfolio in the Asia Pacific region. With sights set firmly on the future of Out-of-Home in New Zealand, JCDecaux has announced itself as a serious contender for future leading street furniture contracts.

Please contact JCDecaux New Zealand Country Head, Mike Watkins, for more information. mike.watkins@jcdecaux.com, 021 358 534. The TheAwards Brand Issue 2020

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Just because you can’t be there, doesn’t mean you can’t have the full experience. That’s what drives the team at Aucklandbased The Stream Shop. For over 25 years, Daniel and Helen Wrightson have led a team that has produced live television and event streaming.

ith Olympic-quality content creation and broadcast technologies, the expert team at The Stream Shop produce live viewing experiences worth watching. So much so, that it feels like you’re in the stands at the game, or on the red carpet at the launch you’ve been waiting all year for. The stream team create bespoke, high-quality productions that showcase live events in the best light. “We’ve evolved from a background in broadcast TV and carried the essence of that look and feel across to the digital streaming world,” Helen explains. Essentially offering clients broadcastquality streaming at an affordable price. The husband and wife team say that their years of experience in producing broadcast-quality productions, using the latest and best technologies coupled with a

Live music stream setup

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NZ MARKETING

The Stream Shop Daniel and Helen Wrightson.

creative approach to storytelling is what makes their live stream events so professional, has people engaged and their clients coming back for more. “The buzzword is content creation, but content is so many different things. It’s a lot more than what used to be a simple video presentation or a website, or direct marketing piece. It’s all of those elements, I suppose, and more. But, the reality for us, it’s about telling stories and then finding a way to engage and connect with people on terms that they find comfortable. Technology has changed the way that’s able to happen. So we’ve gone out of our way to look at ways to take technology and storytelling and then connect it to what people need,” explains Daniel. This holistic approach to live streamed events, and the care in making a great show is what Daniel says sets The Stream Shop apart from others offering similar services in New Zealand. “I think it makes for compelling, interesting content. And if you can do that, it means people will watch, they’ll share and they’ll live with it.” Helen also believes that it’s the close relationship the stream team has with their clients that allows them to produce some really great stuff. “We appreciate what it’s like to have your own business. So whenever we work for another company, we’re not an outsider but get to know all of the things that make your company tick. This allows us to produce content that resonates and connects with those watching at brand and emotional levels.”

ONE-STOP SHOP

We’ve gone out of our way to look at ways to take technology and storytelling and then connect it to what people need.

From live sport and music events to entertainment and product launches, The Stream Shop have worked with the likes of Universal Music Group, L’Oreal, Huawei, Spark and many of NZ’s National Sporting Organisations to bring live events to a much larger audience. And, in our new Covid-19 reality this is even more important. “While sport and world tours may be taking a break, you can still catch some amazing live acts and events on any device, anywhere in the world,” says Daniel. This doesn’t have to mean watching a video filmed by someone sitting in the back of the room using an iPhone. “Consumers of media and video have become accustomed to content being of a high quality, even on platforms such as Instagram and TikTok. Companies and brands need to consider this when creating video content or live streaming an event. That’s what they have us for, that’s what we do – we take that to the next level,” says Helen. The reality is that just because people are constrained by distance, with the right technology and expertise, that sales pitch or product launch should look amazing no matter the format. “I believe that our proudest achievement is that we’ve taken that ethos of 20 or 30 years of broadcasting experience and said, well, why can’t it look like that,” adds Daniel. The couple say that initially their clients have reservations on quality when it comes to producing live stream events.

Reservations Daniel says could be added to given the proliferation of the likes of Zoom in recent times. “We did a live event for L’Oréal and told them by working with us they should expect E! live from the red carpet-quality content. And, we delivered a phenomenal product. With the use of multiple cameras, closeups, interviews, rolling in content, overlaying graphics and competition details, it felt like a TV event.” The team at The Stream Shop then package this live stream content into post-event snippets for social media, direct marketing purposes and web content. “Because, especially in today’s world, if you didn’t shoot it or stream it, did it actually happen,” says Helen. “If you’ve got the footage, then you can re-reuse or repurpose it for other channels. It’s about maximising your reach with this type of quality video content.” The package doesn’t end there either. Increasing pressure for marketers to justify spend and ROI means that often decisions of live streaming events comes down to the bottom line. What did we spend, and how did we connect with people? Did we get more sales? “The great thing about the platforms we’re working on is you can get a lot more for what you spend in terms of the data and analysis we supply post-stream, helping our clients understand the impact such streamed events have on the bottom line,” says Daniel. For more on how The Stream Shop can partner with you to deliver a quality viewing experience optimised to share with anyone, anywhere on any platform, visit thestreamshop.live. The Brand Issue 2020

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The

Future of Events Live, virtual, hybrid, experiential – where are events headed in our new Covid-19 reality? JONATHAN COTTON asks the question of marketers looking to leverage new technologies and (forced) trends so to maximise brand exposure and ROI.

t’s tough to be in business in 2020. As Covid-19 causes disruption on a global scale, economies are in turmoil. For marketers, the pandemic’s assault on certainty is serious, and while most industries have suffered losses, the event industry has been among the hardest hit. As Kiwis go into isolation, then out, then in again, the industry is proving itself to be nothing if not resilient. As the marketing industry finds its way through the current Covid-19 moment of truth, it has also got one eye on the future. From in-person events calibrated for pandemic conditions, to interactive internet-enhanced, hybrid and virtuallyenhanced events, it seems the show will very much be going on. After all, there’s nothing like meeting face-to-face to get business done. But whether it’s a trade show, workshop, conference, or live launch, in 2020, the next big meet-and-greet now comes with some serious caveats. With bans on mass gatherings affecting all, the events industry - and of course the country as a whole - has entered a very uncertain moment. The loss in revenue has impacted many, resulting in sweeping layoffs across the industry. “Covid-19 hit us like a brick,” says Brent Spillane, CEO at XPO Exhibitions, the largest events organiser in New Zealand. “The timing for us was very, very bad.” Indeed, XPO had just acquired its largest competitor in the market

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and was in the process of integrating the two very large event-based businesses when the pandemic hit New Zealand shores. “Pre-Covid-19, we had all of this confidence about the wonderful new year ahead,” says Spillane. “We were going to be running 18 exhibitions, a huge increase for us, but overnight almost, with the cancelling and rescheduling events, we had no choice but to restructure 14 personnel.” “That was really grueling for us.” As event calendars are scrubbed clean, there have been substantial job losses across the industry. “It has been a roller coaster,” says Blair Glubb CEO of events company Uno Loco. “There was probably a week there, where our entire pipeline of business events just disappeared.” “As it became clear that New Zealand was hitting Lockdown, we lost every single corporate event we were going to produce for the next 12 months.” And there’s currently no end in sight. With ongoing lockdowns and ever-changing pandemic conditions, how will events companies negotiate this new, unstable normal?

THE BIG PIVOT In an uncertain environment, the ability of a business to shift strategies can often spell the difference between survival and annihilation.

Feature BuildNZ Event

In the face of mass-gathering bans, organisers around the world, have been quick to embrace digital and web-based solutions. Despite pandemic conditions, country-wide lockdowns, and a traumatised global economy, prestigious, big-name events still went ahead, such as Apple’s Developers Conference and San Diego Comic-Con, albeit as online-only versions of the traditionally in-person events. Even Burning Man embraced the virtual pivot, creating a trippy art-themed online “multiverse”, for otherwise disappointed Burners. “We are optimistic about Burning Man’s future and what The Multiverse will reveal in the year ahead,” goes the organiser’s pitch, describing the move as “a chance to explore new ways of connecting and convening online, deepen our commitment to environmental sustainability...and create new and meaningful pathways for the community to connect and collaborate, especially during the Coronavirus”. Closer to home, New Zealand Trade and Enterprise and Fonterra both ran virtual events that, while omitting a physical presence, still allowed them to connect with their international audiences. “None of them could jump on planes, says Glubb, “so being able to take and package the messaging and do it in a virtual format was a logical jump.” Similarly, with the announcement of the country-wide Lockdown

in March, the New Zealand National Fieldays Society set about reimagining the annual national agricultural show. A virtual ‘Fieldays Online’ concept was settled upon, and in partnership with Satellite Media, created in just over 100 days. According to the New Zealand National Fieldays Society (NZNFS), more than 90,000 digital “attendees” from more than 75 countries visited the almost 300 exhibitors, in the process consuming over 24 hours of Fieldays TV content. “The analytics show great viewership and engagement with the explosion of international visitors and, locally, a much higher regional spread beyond the traditional Fieldays,” says Peter Nation, CEO NZNFS of the online event’s success. Several other corporate events, such as the CIO Summit, Downstream, New Zealand Minerals Forum and Emissions Workshop, will all be run as ‘digital first’ events over 2020.

NEW RULES So, the capability is there to create satisfying, dare we say profitable, online-only events. But what about life outside Level 4? To help the industry navigate the new Covid-19 reality, a new voluntary events sector code has been announced, giving organisers a clear outline of what needs to occur to safely deliver events. The Brand Issue 2020

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Feature While there is no formal accountability (the Code won’t be regulated or legally binding), organisers of events are urged to follow a series of steps to minimise the pandemic risk. Actions include educating attendees before and throughout events on record-keeping expectations, considering ways to guide best practice behaviours through event design, and incorporating record-keeping mechanisms, either through self-selected technology or the recommended NZ COVID TracerApp. XPO was among the parties that helped create the guidelines. “We worked with the Ministry of Health and a number of other organisers around getting contact tracing right for consumer shows and consumer events,” says Spillane. And different types of events require different considerations, says Spillane. Properly managed, trade shows and conferences offer an opportunity to keep New Zealand’s economic comeback on track. “Business events are very well catered for in that respect,” he says. “Professional trade shows and exhibitions offer probably the most controlled environment to begin an economic recovery in terms of an event class,” he adds. “Professional attendees are easy to contact trace – they’ve been through a registration process after all – and they’re a disciplined audience because they’re professional attendees coming to be educated about what’s happening in their sectors.” “It’s not like a rock concert.”

HYBRID TECHNOLOGIES So, what are the next steps for better events? And how can modern tech serve audiences and organisers once congregation restrictions ease? That would be the ‘hybrid event’, or gatherings that combine inperson, ‘live’ physical events with digital elements – often including virtual guests, streaming content and digital discussions. “As we’ve been coming out of Lockdown, we’re doing a lot of broadcast work, very much in that hybrid space,” says Glubb. “In fact, I’d say most of what we’re doing at the moment has got a filmed, broadcast or interactive element. Actually, I can think of very few events that we’ve got planned in the next six months where they are pure physical events almost all of them have got a broadcast element to them.” The combination of live, ‘in-person’ events, with digital elements such as live streaming and virtual panelists, can be powerful tools for forming connections and increasing reach. After all, virtual participation allows A-list celebrities and world experts to interact with audiences and each other without the expense and time obligation that comes with international travel - an unlikely proposition at the current moment anyway. Online participation can include everything from Twitter discussion, to chatroom breakout groups, with online audiences joining in-person guests to provide live, in-the-moment feedback. Of course, smartphone ubiquity lets event attendees participate en masse via custom event-specific mobile applications, offering suggestions, accessing virtual helpdesks and sitemaps, and submitting questions to speakers digitally - instead of passing around a potentiallyhazardous microphone. “There’s an entire event app ecosystem which is really well developed,” says Glubb. 38

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“I can think of very few events that we've got planned in the next six months where they are pure physical events.” Blair Glubb

C EO, UNO LOCO

Uno Loco Hybrid Event

With the right planning, hybrid events provide rich opportunities for content creation.

EMEX Event

“There’s not much in terms of those interactive live event or broadcast event capability that somebody hasn’t built already, but the trick is to be really clear about what you want and then to find the right capability or platform to deliver that. “That can be a challenge because there are hundreds, if not thousands of event apps and technologies out there.” It’s all opportunity, but one with a significant new layer of complexity for those tasked with putting it all together and pulling it all off. In-person guests will still demand a top-notch experience after all, and it’s easy for virtual guests to feel like they’re missing out on something. Making sure both audiences feel satisfied with the experience is crucial. “You’ve got to think about what your brand does and how you’re going to represent that,” says Helen Wrightson, executive producer (and owner) at The Stream Shop. “Audiences are sophisticated about these kinds of offerings, so if you’re going to hold people’s attention, you have to produce something that’s of a quality that people are going to actually want to watch. “If you want to impress people you have to have a professional product.”

RETURN ON INVESTMENT All that participation uses up a lot of ones and zeros. Whether its data from mobile device users participating in Q+A sessions at the venue or accessing metrics from online audiences, capturing feedback and behavioral information brings significant benefits. “You’re using platforms that let you see the analytics as you’re running the events, so can see what people are responding to and

where the drop-offs are occurring,” says Glubb. “You can basically see what people like and what they don’t like. When did the most people engage? When did people decide to leave? That’s good data that helps design future experiences.” And once the party’s over, the challenge is to turn what you’ve captured from your event and extract the most value from it. With the right planning, hybrid events provide rich opportunities for content creation. “You have the ability to output a lot of content after an event,” says Wrightson. “The sky’s the limit and it really just depends on how far you take it.” “Use all of your social media, use eDM marketing, use whatever you’ve got to direct people to the content. It could be a highlights package for the media, but it also doesn’t have to be breaking news. There are often lots of things you can create that are still going to have relevance months later.” And that ability to generate ongoing value is music to the ears of cash-strapped marketers eager to meet ROI targets. With an economy in disarray, bang for buck is imperative. “The big theme for everyone at the moment is return on investment and efficiency,” says Glubb. “There is a real focus out there on not spending money unnecessarily or being gratuitous with budgets.” “But the reach and efficiency [of hybrid events] is really strong. Not only do you have an infinitely, scalable online audience – as well as a studio audience – but then you can create content from that event as well. So, if it’s done right, hybrid events can work very well from both an experience perspective and a return-on-investment perspective.” “The key is to be clear about what outcomes you want from the start. The delivery mechanism might be a little bit different from The Brand Issue 2020

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Feature what you’re used to with a purely physical event, so one of the key things to be really honest about is what you’re trying to deliver.” And for organisations watching their carbon footprint, online-only events certainly receive the green tick.

THE NEW NORMAL

Backstage Gig for Good Event by The Stream Shop

“The demand for face-to-face trade shows is very high still.” Brent Spillane

C EO, XPO EXHIBITIONS

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Is it time to radically reimagine the event of the future? Maybe, but whatever digital elements are added to the mix, it just might be that in-person, live events won’t be abandoned any time soon – pandemic permitting. There’s certainly an appetite. Recent research from the United States finds 83 percent of people disrupted by the Covid-19 pandemic saying they miss attending in-person meetings and conventions. Almost 80 percent say that when the threat of Covid-19 passes they plan to attend “as many or more” live events than before. “I think that people will always want to meet face-to-face,” says Spillane. “Even looking into the future there’s always going to be value in that. “Seeing product firsthand, meeting people face-to-face and developing that rapport, that’s how Kiwis are, especially if they’re going to go and purchase some major capext. They really want to kick the tires and meet the supplier and understand the support that’s going to be behind the product. “And you don’t achieve that as effectively, I believe, exclusively in the online world.” The effects of Covid-19 are likely to continue for years, with authorities warning that restrictions on mass gatherings will likely be a big part of the new normal. “What we’re seeing is as an appetite to congregate once again,” says Spillane. “We’ve begun to re-recruit and our numbers are getting closer to what they were. Right now, our main focus is rebuilding confidence in mass gatherings. But Kiwis have always been pretty resilient and I’m hearing some great industry talk and excitement around upcoming events. “In terms of investment and appetite around the world, the demand for face-to-face trade shows is very high still. So, everyone still sees that it will have a role, and the events industry will eventually return on a global scale. “But what we’re trying to say now is that people out there really need to support their sector. We’ve been charged with putting on events that are going to help each of these sectors recover, and I think it’s really everyone’s duty to get out there and support the industry.” Where possible, that’s what people are doing. It seems that not even a contagious global pandemic can quell the demand for genuine human connection. “If anything, I think people’s desire to meet with each other is probably much greater than it was prior to the Lockdown,” says Glubb. “We’re actually finding that when we’re getting people together in a face-to-face context, the enthusiasm is there. “We’re getting far less drop off in terms of audience; people aren’t reluctant at all to turn up to something; and they’re more enthusiastic than they were pre-Lockdown, probably for obvious reasons. “No matter what happens, brands will still need to get their message out,” he says. “People still need to reach their audiences. But we just need to find an efficient way to do it in a way that is respectful of the environment we’re operating in.”

1.3 million NZer’s bought from a letterbox mailer in the last year 52%*

visit the store’s website after reading a mailer

The letterbox has never been more powerful. Research pre-COVID-19 showed that Kiwis are highly engaged with letterbox marketing, from readership through to purchase. We’re now seeing these stats climbing even higher as people embrace their letterbox as a trusted communication channel for their home. At the same time, we’re seeing internet usage soar and the digital marketing opportunity has never been so powerful. In this changed world, businesses are rushing to provide enjoyable online experiences to customers. So, the conversation that marketers need to be having is: “how do I best meet my customers where they are, in terms of: marketing channels, their emotional trigger and values; and their buying journey – as they interact between physical environments and devices on their paths to purchase”.

*Source: Roy Morgan January 2019 – December 2019

73%*

say letterbox marketing is a helpful shopping tool

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0800 REACH US

NZ MARKETING

Uno Loco

Blair Glubb

The Future of Events is Hybrid AND IT LOOKS A LOT LIKE A LIVE TV SHOW

Business events are just one of the many things that have changed dramatically due to Covid-19. Having adjusted to Lockdown by rapidly pivoting to deliver purely online virtual events, Blair Glubb CEO of Uno Loco says that the future of events is now hybrid.

recent hybrid event we produced for our friends at New Zealand Trade and Enterprise (NZTE) is a great example of why this format works so well. It was the first in a series called “Digitally Speaking”, launched at Techweek2020. NZTE’s goal with this series is to help New Zealand businesses grow and innovate, particularly digitally.

PHYSICAL AND ONLINE IS HERE TO STAY We asked David Downs, general manager NZTE (and well-known author and speaker) to tell us why he thinks a hybrid event worked for his organisation. Downs was also our MC/ moderator. The MC role is critical in a hybrid event to ensure the live audience and the online audience both feel engaged. Here’s his feedback: Traditionally NZTE would have run events like this face to face. Or it may have been done online - but never really both. With a hybrid event you get three things:

1. A live audience so you get immediate feedback and a reaction from them. 2. You can scale your event to a large online audience - increasing your cost efficiencies. 3. And because these events are filmed, and the format needs short digestible content (to keep your online audience engaged) you get great content capture. As a result you’ve got ready-made content which can be repurposed for other digital channels.

WHAT’S DIFFERENT ABOUT A HYBRID EVENT? More TV show, less business event. The NZTE event had strong live talent (including David Kirk, chair of Trade Me, and former All Black captain), a gregarious host, a panel segment, a limited live audience, a big online audience, and strong broadcast infrastructure. Tech infrastructure and expertise is critical. There are multiple points of tech failure - any of which could derail the guest experience. Understanding the platforms, how they interact, and having redundancy for when things go wrong are essential. Event experience designed for physical, online and content. A Hybrid event can work well for a live, and online audience - but it needs to be specifically designed that way. For example, headline speaker David Kirk broke his talk about digital capability into five short ‘modules’. No one wants a 40-minute monologue online. The NZTE event

also featured a panel, as well as polls and interactivity for the entire audience. Bigger tech budget than F&B budget. The focus of hybrid events is a ‘show’ that works across platforms. This means working with partners who have the skills to deliver this and can make sure it actually works. The format and smaller audiences means you’ll definitely be making savings on F&B!

WHAT STAYS THE SAME FOR A HYBRID EVENT? Many fundamentals of what makes a great event remain. • We all want real human connection - so we can’t simply flip everything to online. • Our audiences want an attractive hook to bring them along, and story telling that engages them. • And then the guest experience needs to involve them and give them a real payoff. The world, and the world of events has changed, maybe forever. Budgets are under much more pressure - meaning well designed hybrid events can reach much bigger audiences and optimise investment - without sacrificing the experience. They’re exciting, full of new possibilities and here to stay. For over 20 years Uno Loco has built a reputation for delivering New Zealand’s most creative largescale events, content and experiential activations. Visit unoloco.co.nz for more information. The Brand Issue 2020

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Becoming an Authentic Brand I

A FAILED YOGI’S GUIDE TO BUILDING ONE.

’m no yogi. But, I did spend a few years living on the Kapiti Coast where I embraced a slightly more ‘hippy’ lifestyle and took to yoga and kale smoothies like a pro. Yoga hasn’t stuck with me as much as I’d have liked it to. I found F45 which appeals much more to my ‘get it done’ attitude. However, one thing that has stuck with me from my yoga days is the ‘Ujjayi’ breathing technique. Firstly, don’t try and say it without help: “U-Jai” is how it’s pronounced and will be used henceforth. U-Jai breathing sits at the heart of good yoga. It’s a technique where you make as much space through the back of your throat as possible, resulting in a Darth Vader sort of

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sound, as you breathe deep and slow right into the depths of your stomach. Complete a few of these bad boy breaths and relaxation just washes over you. It’s quite something. The reason for the short yoga story, is when I think about building of strong brands in the age we live in, the analogy of the U-Jai breath is a good one. Why? Because U-Jai effectively draws energy from the outside world, taking it deep within, and distributing to every cell. The result is a better sense of wellbeing and generally good vibes. If you consider what brands are trying to achieve – in an age of the more cynical and well-informed consumer – it’s a deeply connected, authentic brand. It’s a position of

truth. A reputation of honesty. Authenticity comes from an organisation’s ability to draw insights from the outside and combine them with ideas from the inside. An authentic brand is the result of knitting together around key traits, demonstrating, communicating, recruiting, designing and rewarding them. And most of all, delivering experiences based on them. Whether you’re B2B, B2C, or all the Bs and Cs, whether you’re a consultant, a fashion boutique or a large enterprise selling insurance, the authenticity of your brand is vital. Your best customers – especially in younger generations – will not stand for anything less from brands. The human radar for

Voices ‘commerciality’, ‘flakiness’ and ‘boring’ is only getting stronger, and the demand for a unique (or just a good) experience, is benchmark. Fail? Your customers’ have other choices and the ‘vote of the feet’ is brutally swift. According to a Forbes 2020 / OBI Creative report: “Thirty years ago, a brand symbolised a sense of quality and consistency. Today, a brand must do that and also provide a link to something more. Brands must represent quality and consistency while offering a connection to attract others to it. Characteristics that have meaning are critical.” So as organisations chase down the utopia of being an ‘authentic brand’ what do they need to think about? Here’s a few thought-starters from my own experience with brands and clients:

THINK ABOUT TRAITS AUTHENTIC BRANDS SHARE Think about how these traits apply to your brand and where the ‘holes’ are, keeping in mind that in most cases you’re not trying to appeal or attract everyone. • Consistent communication: in your brand personality’s unique style. • Accountability: for actions, stuff-ups, opinions. • Entertainment: in an appropriate way. Be it fresh, surprising, humorous or beautiful. • Honesty and relatability: (for your markets – not every man and his dog). • Ease of transacting: improving lives, giving people back time, making things accessible. • Tidiness: zero confusion within the experience, the language, the look. • Alignment and consistency: in messages, visuals, opinions, human interactions.

CONSIDER YOUR SPECIFIC AUDIENCE MAKE-UP Walk through your customer’s journey with the different ‘trait hats’ on. Where are you falling down? How would a customer feel at each little interaction? How would your own people feel? Identify: • Are your people demonstrating these traits? • Is your brand aesthetic achieving these traits? • Are your promotional assets living up to these traits?

GEM

MA EDE

how are you aligning these insights with internal assumptions and hypotheses? Don’t make it too cumbersome, you want to create a habit. Focus on the measures most important to your brand: brand strength, brand experience, loyalty, competitive position, etc. Select the methods for your brand: NPS, adhoc surveying, customer service questions, basic better listening, and capture.

REMEMBER WHAT’S EXPECTED OF YOU BRING TO MIND THE BRANDS THAT YOU LOVE Ask yourself the question: ‘why do I love them?’ Here’s an example and no, they didn’t pay me to say this. I’m the biggest cynic when it comes to brand experiences (ask my partner how much he cringes when I have a less than positive experience and head straight for the suggestion box, or unsuspecting staff member). But there are brands that are doing well. And although nowhere near perfection, their journey of authenticity is clear. One of my brand ‘loves’ is Southern Cross Healthcare. They have one of the best call centre experiences I’ve ever had and their latest campaign ‘We’re with you’ albeit a bit cliché, is still beautiful and well-executed. The most powerful thing however, is when good marketing is knitted together with a fabulous customer experience – especially in a call centre situation. Engaged and helpful staff, minimal wait times, issue resolved and feedback requested. Tick. Add to this a reasonable effort in relevant email marketing, digital innovations and the various pieces of their brand all start to stand for a consistent thing. There’s work to do, but Southern Cross are clearly absorbing feedback, learning the moods of the nation and flowing a customer centred approach into the cells of its business. In turn, this all results in a more connected experience.

ALIGN THE ‘OXYGEN’ WITH ‘CARBON DIOXIDE’ What are you taking in and what are you putting out? In other words, how are you obtaining feedback and insights from your markets regularly? And, more importantly

What ‘promise’ have you put in market? We all love a new shiny thing. So we love the creativity and excitement that comes with our marketing. But, marketing messages carry promises which your brand needs to live up to. And, when I say ‘you’ I mean your whole business. For example, if I fire an email to disruptive start-up agency, what do I expect? A fun, energetic and fast response, surprise me. Entertain me even. If I call up Electric Kiwi, what do I expect? An easy, friendly, simple interaction. You get the picture. A lot of the time building authenticity in brands is driven by the marketing team. So, the front end – the marketing and promotion – looks like the real deal. Then it all begins to crumble once you get a little further down the road, and we’ve all been on the receiving end of these situations. Simply: You’re only as authentic as your last interaction.

MAKE THE MUNDANE GLAMOUROUS The response times, the sales tasks, the data entry, the automation, online transaction, the extra minute taken to perfect the customer email before sending, the time taken to ask a genuine question. Often, the less glamorous stuff is where the ‘rubber hits the road’ for the customer on the receiving end. These are the actions that deliver (or don’t deliver) on the marketing promises made. These are the actions that creates an experience and therefore your brand. Breathe in. Breathe out. And make the pursuit of authenticity a priority for your brand. Whether you’re into yoga or rugby, find your ‘U-Jai’ flow. Make it a regular item on the agenda that gets attention. It’s not a tickbox. Gemma Ede writes in her capacity as founder of Strut & Swagger.

The Brand Issue 2020

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NZ MARKETING

McCarthy

Design for Good. Although marketing is important for brand building, it’s also equally important for engaging communities and developing positive behavioural change. Christchurch-based Stephen McCarthy explains why his studio McCarthy is championing this change with the help of beautiful design.

What makes McCarthy different? We encourage designers to lead their own projects, working directly with clients in order to better understand them and their audience. Doing this enables trust to be built quickly, ultimately leading to a better outcome. We’re also a team with quite different approaches, both in terms of aesthetics and skillset. We’ve ended up doing a lot in the wellbeing space, something that hasn’t been entirely intentional.

How does good design help do good? We approach all projects from the same angle – what’s the problem and how can we apply a new, innovative or interesting solution to solve it. We’ve learned that change comes from not giving definitive answers, but posing a question so the viewer can form their own conclusion. Behaviour change can often start small, like our Habit Sticks project. We often try to create design that people can interact with or adapt to find ways that can work for them personally. Case in point with your LGBTQIA+ campaign featured above? The LGBQTIA+ campaign talked of the freedom to be ourselves without the need to hide or change anything. The concept used the messages: ‘whoever you love’, ‘whatever your story’ and ‘however you identify’ – ‘more than all right’.

After the earthquakes we found ourselves working in this space and it’s grown organically from there. Our work for All Right? is now being used as best practice around the world. Now 10 years in, we’re trying to build McCarthy as a studio that carries its weight, not only on the national stage, but internationally too. 46

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What is adaptive design? The best wellbeing tools are those you can engage with and actually use. It’s those micro changes that can make a difference. For example, with our Habit Sticks project we gave out 30,000 free sticks in Christchurch encouraging micro-changes in an innovative way: you choose your habit you want to change, tick the boxes on the stick daily and

after 28 days you’re well on your way to achieving your goals. It also took out gold at the Best Design Awards. It was basically the idea of utilising what a Fitbit does but making it cheap (free) and accessible to all. What of your international work? In addition to some international mental health work, we’re working on a rebrand for a London based company – Carnstone, who work in the sustainability space. They’re an incredible business who work for some of the world’s best brands – Burberry, Tesco, ASOS and Sky to name a few. We’re also developing a brand with some Nike-sponsored runners based out of Melbourne who are producing a global running podcast. Watch this space for more details around this. For more on McCarthy’s work visit www.mccarthy.studio.

Feature

Design-led Marketing in the D i g i ta l a g e NZ Marketing looks at what it means to be a design-led brand and how marketers can leverage design-thinking to bolster their digital efforts.

According to popular understanding, there is a Chinese curse which goes something along the lines of this: ‘May you live in interesting times’. Well, 2020 is certainly that. In addition to the great upheaval caused by Covid-19, we’re also at a moment when the digital landscape is changing everything we know about business. Markets and industries emerge and disappear almost overnight; consumers have access to a world of products at the click of a button, and those customers expect premium experiences every time. Innovation itself has changed, evolving from a process focused on engineering, product and marketing concerns, to a designcentric, user-experience focus. For organisations trying to solve the ever-evolving problem of meeting the market, design-centric thinking helps. By focusing squarely on the user, design-led thinking helps businesses figure out who their

customers are, what those customers actually want, and is an approach that can help find clever and unique ways to creatively meet the customer’s needs. And, for those who can realise the potential of design, the rewards are great. International megaliths such as Amazon, Pepsi, IBM, Uber, Netflix, and Nike prove as much. But what does it actually mean to be design-led? And how does it affect the way you do business? Well, it depends on who you ask. “Design-thinking is about putting people and the needs of people at the heart of what you’re doing,” says Geoff Suvalko, principal at Michigan and Auckland-based design group, Thoughtfull. “Then, it’s about creating tangible outcomes that make a tangible difference to those people in a positive way.” “To do that, you need to deeply understand how they live, what they do, their behaviours, the challenges they face, or the aspirations

they have, and then somehow work your way into those lives in a meaningful way.” “It’s not just communications, it’s not just a term that you can suddenly apply to everything you’ve done, or repackaging what you’ve done to sound better, but it’s actually making a tangible difference to people’s lives.” Steve McCarthy, director at Christchurchbased branding, design and digital advertising agency, McCarthy Design, says he looks at brands like Fisher and Paykel as a good example of leading by design. “All of their work is very design-led,” he says. “When it comes to something like a refrigerator, it would be easy to approach it from the perspective of, ‘okay, ‘we’ve got a fridge, it’s a white box, it keeps things cooler, we’ve just got to sell it’.” “But Fisher and Paykel leads by design, so they ask ‘well, what can a fridge actually be? Can it be a drawer that fits under the bench? Can it do other things?’ Then when you look at the finished result, you see something that The Brand Issue 2020

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looks sleek and functional and led by design. “Innovation can too often be a result of thinking ‘how are we going to get that or that demographic? How are we going to achieve this specific result? “But we try to almost disregard that in the very beginning, and instead seek to answer the question ‘how can we approach this in the most innovative way? “We think by doing that the solutions will come,” he says. “When people, or organisations, say that they are design-led, what they are actually saying is that they approach the problemsolving process thoughtfully and creatively,” says Tom de Groen, Creative Director at digital agency, Octave. “Design-thinking is about building a well-articulated version of whatever problem you’re trying to solve and looking for things no one else has seen yet.” de Groen says that digital insurance company Lemonade is a good example of a design-led approach, managing to completely rebrand insurance as a feel-good spend for the younger generation. “They took a product as old as time, insurance, and uncovered the enormous and ever-growing gap between what their competition is selling and what people want to buy - then just closed the gap.” “It sounds easy but the trick they pulled off – which to me is the epitome of clever problem-solving – is they addressed the motivations and values of the customers they wanted instead of trying to do what everyone else was doing, but better.” They also have a chief behavioural officer (CBO), says de Groen, “which is how they know their customers so well.”

DESIGNING END-TO-END

Design cuts through complexity and makes sense of it, creating a framework that lets innovators see the small details and the big picture at the same time. It’s also obsessively user-centric, meaning that solving business problems often means understanding userexperience across the value chain. “When an organisation thinks about delivering value to the market, they need to understand all of the ‘users’ that exist along that journey,” says Suvalko. “You can create a product, but if the distributor isn’t in line with what your product is about or what 48

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you’re trying to achieve, they’ll become a barrier, and they’ll dilute that proposition. “So you need to get the distributor on board, or you need to get the retailer on board, or you need to get that communication agency on board, you need to get the product development team on board. You need to get all of the different people along that process aligned with what you’re trying to do and for whom and how. “So design-led approaches are generally appreciative of the fact that to design a solution you need to be able to see all those multiple users, direct and indirect. If you can do that - and that’s not easy - you ‘clear the

“Our expectations have been set by the best in the world in digital and our patience is growing shorter. We’re less tolerant of mediocrity.” Geoff Suvalko

PR I N C I PA L , T H O U G H T F U L L

runway’ in a sense, and get everyone looking at the same thing and hitting it the same way.” “And then, the output or the outcome can be very powerful.” Often missing, says Suvalko, is a truly encompassing and cohesive vision of the project. “It’s easy to get these kinds of ‘teams’ and they’re all zeroed in on one part of the end-to-end experience that the customer goes through and generally need sort of a gap around who is gluing all of those together, so you don’t get fractures, disconnects, and dead-ends.

“It’s about asking how the end-to-end CX or digital CX strategy connects with the physical service experience. “That’s design at its best.” That makes a lot of sense, but what about inspiration? Is it really all about logistics and UX? Or is there an element of creativity and free-thinking? Is design-thinking an art or a science? “It is most definitely an art that is underpinned by science,” says de Groen. “The reason it’s an art is because, when it’s done well, there are no precursors. There is no amount of data or user insight that will point you to a solution that no one has thought of yet. “It’s about exploration. Your map might tell you which way to traverse a jungle but it won’t tell you how to cross that river using only your Swiss Army Knife and some available branches. But more than anything else, it’s trial and error. The faster you try something and validate it in the real world, the further you will go.” So, it’s a case of stepping away from market demands for a moment and letting inspiration take the wheel. “People want a good design,” says McCarthy. “Yes, it’s about the language around it; yes, it’s often our job to simplify things, but it’s the whole package, and often that means finding that one simple truth at the heart of it. Then we go from there. “It’s often just a gut feeling about what’s going to work. I think that these days, with all that marketing-speak, and all these expectations around what you’re supposed to do, you have to throw that out the window a little bit at the start. “Because it can be a really intangible thing to talk about. For us, I think it’s more of an attitude than a plan, per se. We don’t head down those usual routes, and I think that’s what gets us work.” Case in point, McCarthy Design’s 2017 NZ Best Awards gold for the All Right Habit Sticks, a simple free device to help make habits ‘stick’. “I was using a Fitbit to help get fit,” says McCarthy, “and I thought ‘how can we take a digital tool for people who can’t afford a Fitbit that helps them with their habits?’” So the agency created Habit Sticks, a simple free device to help make a new habit ‘stick’. Essentially, users were encouraged

Feature

“Design-thinking is about building a well-articulated version of whatever problem you’re trying to solve.” Tom de Groen

C R E AT I V E D I R E C T O R , O C TAV E

to write down a habit they wanted to change on a printed tongue-depressor-sized piece of wood. Each day the good habit was supported, users marked the stick with a tick. Theoretically, after 21 days of consistent effort, the user should be well on their way to forming their new positive habit. “It worked so well,” says McCarthy. “We gave away 30,000 of them for free and people really used them. It wasn’t a digital thing, it wasn’t an app, it was a physical tool based on real science: 21 spots for 21 days to make or break a habit.” So it’s not just about the way things look? No, says McCarthy, but that part can certainly help, especially in the pitching room. “It used to be that the way you did pitches was, you printed off a bunch of A3s, you’d all sit around a table and everyone would go through it,” he says. “Then everyone moved to digital presentations and did the same thing on the screen. “Now we’re trying to do presentations that are truly immersive experiences,” he says. “We certainly haven’t got there yet, but we’re not just going to send you a PDF. We’re going to provide you with something immersive, where every page is a moving, interactive experience.”

The Brand Issue 2020

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Website design by McCarthy

AESTHETICS AND THE DIGITAL AGE

When design meets marketing meets digital, problems get solved. “What design-led thinking does, is it unlocks two key aspects [of a product’s value],” says Suvalko, “the functional and the emotional.” “You can design an app by following the functional roles, but that’s not enough to make people fall in love with that product. They’re going to fall in love with a product if it is part of an experience that they want in their lives, one that they want to engage with intentionally. That’s where you need to tap into emotive value drivers, as opposed to just rational. Design-thinking helps you understand both.” It’s about delivering a product that expresses who you are and what your brand stands for, says Suvalko. And in the digital present - with its preoccupation with measurement, metrics, and efficiency - it’s all too easy to forget that presentation matters. “I think digital services now follow 50

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“I think augmented reality is going to be a big thing going forward.” Stephen McCarthy DIRECTOR, McCARTHY

conventional patterns and conventional roles have become as dull as ditchwater,” he says. “No soul, no sense of who the organisation is coming through. I think there’s kind of a rush for ‘digital, digital, digital’, and everyone is clambering to do that, and perhaps the capabilities and the resources are still catching up. A lot of work that’s being done that is super generic.” McCarthy concurs. “I think we [in the industry] can dumb down the things too much, especially in web-work,” he says. The antidote? Challenging expectations just a little bit. “We worked on a Christchurch festival website,” says McCarthy. “Of course there’s an expectation about how a website like that should work and what a festival website ‘should’ be.” “So, it would be easy to just ‘tick the boxes’ and do the usual things in its design, but we tried to make it more design-led, a little bit different to navigate, a little bit of a different structure than you’d expect from a festival

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Habit Sticks by McCarthy

website; still simple enough to navigate easily, but different enough that the audience is actually engaged.” “It’s about pushing the boundaries just a little bit further, and really thinking about the way people actually use the technology and applying that insight to the process.”

“Technology is going to help organisations respond to this demand, but they need to get on it and not lose traction. It’s going to get harder and harder to build and retain products or services that ‘just work’. Rather, the designers of these experiences need to lift their game.”

THE GROWTH OF CONSUMER EXPECTATIONS

THE FUTURE IS DIGITAL (BUT NOT NECESSARILY EXCLUSIVELY)

“In the current state everything is accelerating towards hyper-personalisation,” says Suvalko. “My view is consumers are going to start to expect a lot more of it.” “Our expectations have been set by the best in the world in digital and our patience is growing shorter. We’re less tolerant of mediocrity. Expectations are going to lift significantly, users are going to have less patience with brands. They will want to know, ‘why don’t you know this about me? Why aren’t you acting on this? Why do I need to ask you to do this?’

With the potential of digital barely scratched, and with growing virtual and augmented reality capabilities, there’s still a lot of room to push the boundaries of what’s been done online. “I think augmented reality is going to be a big thing going forward,” says McCarthy, “it’s another great way to add that little bit extra.” “But I think there’s still a little bit of a barrier there. You’ve still got to download something, you’ve still got to open an app, but there is potential. We’re at the same stage with augmented reality that we were at when 3-D movies came out. Is the tech quite there

yet? Is it just a little bit of a step too far? Is it simple enough? That’s why we’re always trying to marry up the tangible work with the digital stuff, because I just don’t think digital is ever going to completely take over.” McCarthy says that while digital has its place, there’s still value in marketing in the material world . “I think you need both sides of the picture when you’re marketing to people. I think there can almost be this ‘glaze-over’ effect with digital. We’re used to getting so much content thrown at us, that no matter how good [that digital experience is], we can still interrupt it with a physical object or printed piece. “That shows just how vital it is.” “You talk to marketing managers and they say ‘Oh, you better use digital, because you need to be able to get that conversion data so you can tell what’s happening’, but I still don’t think you can beat the physical. “I think it can get a bit hyped up and a bit overrated. Digital is good, but it’s not everything.” The Brand Issue 2020

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Full stack UX consultancy Purple Shirt puts the customer at the heart of its design-led research. Dedicated to solving complex end user problems, its collaborative approach and immersive research is helping brands deliver exceptional customer experiences.

t’s said that most great user experiences go without mention. They simply make life easier and interaction with a brand more seamless. Take for instance, when a passenger needing the bathroom interrupts your movie on an Air New Zealand flight, you simply pull your headset from the audio jack and the video automatically stops. No fussing to find the pause button. It’s this type of satisfying – yet underrated – user experience (UX) that Steve Alexander and Blake Lough, founders of Purple Shirt, say sticks in the minds of customers. The likes of which the pair have created for brands over the past 10 years with targeted research strategies and immersive research. Their pragmatic, immersive research has allowed them to deliver exceptional customer experiences for brands including Auckland Transport, Foodstuffs, ASB, Jucy, Xero and many more across digital, retail, spatial and virtual reality. “We are different in that UX is primarily what we do and have been doing from day one. We put the end-users and customers at the heart of the design process. A lot of companies play in the UX space but lack the discipline and experience behind their approach,” says Alexander. The specialist team of 18, including UX engineers, embed themselves with brands, working with people who use, or should be AT Mobile using their products and services, 52

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We put the end-users and customers at the heart of the design process.

- STEVE ALEXANDER

allowing them to gain better insight, spot opportunities, validate new products and services and solve problems. “The immersive research component of our offering is a big part of this as we create realistic environments for end users to provide real feedback that is reliable. This provides us with the actionable insight needed to help brands evolve their product and service offerings,” explains Lough. This is something both Lough and Alexander are really passionate about and have delivered numerous exciting projects centred around this research approach. “We are comfortable where things are complex; where scale, complexity and practical innovation collide. We love that stuff, even a bit nerdy about it,” says Alexander. A great example is the smart shopper trolley Purple Shirt tested for Foodstuffs, bringing the future of your shopping experience to life. “Foodstuffs created a prototype, attached it to a trolley, then we got customers and staff to do their shopping. It’s just so insightful because you see how they interact with the screen, in relation to their own mobile screen, the ergonomics – you really start to see the value that the product is offering. And, you are getting feedback that is not reported but actually being observed.” An important aspect of the work done by this leading UX consultancy is the collaboration

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Purple Shirt

Air New Zealand inflight entertainment

with their stakeholders. “We thrive on having the client with us during all our research. We are collaborators. We don’t pretend to know everything about their business, and so gain huge insight from their involvement. At the same time the client gains an operational perspective and often identifies quick wins during the research process that they can take away and implement,” says Lough. While digital UX design and delivery has been at the core of Purple Shirt’s offering, the team have elevated their offering to include physical in-situ research. Speaking to this is the work they are doing with Auckland Airport and its terminal redevelopment projects, using the architect’s 3D model of the new international and domestic terminals. “Blake sat in front of customers with a game controller facilitating a conversation about the experience, from dropping off the car with the valet service to digital check-in, participants are able to visualise the entire process. It’s essential for mapping out and evolving the user experience,” says Alexander. Similar research has also been run for the likes of Jucy using VR. “We can adopt all the same processes we use for digital projects in the physical environment. Observing people, moving things around – it gets real fun,” says Lough.

We thrive on having the client with us during all our research. We are collaborators. - BLAKE LOUGH

Purple Shirt Founders, Steve Alexander and Blake Lough

RESEARCH REALITIES

For brands wanting to take their UX offering to the next level, the dynamic duo says it’s important not to get caught up in ambition versus capability, and to have the courage and discipline to invest in ongoing research upfront. “We are certainly seeing increased appetite for brands to do research, but building this into the product/service lifecycle is really critical,” explains Alexander. Lough believes that most brands don’t do enough quality research and testing around their products and services, or often sit on stacks of research they don’t know what to do with. “What we do is ask: what immersive research can we do to get those tangible actionable insights out to translate into better experiences? Yes, cost and time are seen as barriers, but in reality because we can quickly turn around building prototypes and testing with the end user, we generate reliable insights that save cost and time over the long term.”

Foodstuffs smart shopper trolley

Visit purpleshirt.co.nz for more information. The Brand Issue 2020

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The Superpower

EVERY MARKETER NEEDS… So here we are in 2020, in a world drowning in data, awash with bullshit, and shaped by fake news. Carl Davidson explains why it’s important for marketers to cut the crap and get critical. IT’S AN UPSIDE-DOWN WORLD WE LIVE IN, where many of our problems are caused not by a lack of good ideas but by a surfeit of average ones. And in this world, the ability for a marketer to cut through the crap and think critically has never been more important. Critical thinking, therefore, is exactly the kind of superpower every marketer needs to thrive in these topsyturvy twenties. At the simplest level, critical thinking is just thinking about thinking. It’s about paying attention to the assumptions that are being made, the way arguments are put together, and the evidence they are built on. But, at a more complex level it’s about understanding why critical thinking is so rare. For one, your brain really doesn’t want to work that hard. As anyone familiar with Daniel Kahneman’s work knows, we’re wired to believe our ideas are right, to look for evidence to confirm them, and to dismiss strong counter arguments by focusing on the merits of the messenger instead of the message. ‘Critical’ thinking is not about learning better ways to criticise your colleagues thinking either. It’s about developing the ability to think about your thinking, in order to improve your thinking (to steal an idea from Richard Paul) about a problem to see if there is a better solution. The fact that we’re all slightly deluded about our own thinking ability is the first rule of Critical Thinking Fight Club. It’s also important to note that our drive to get along with others and to follow leaders, is also hard-wired in our brains; which makes thinking critically around other people especially hard. We are more interested in being liked than being right, and constantly fall into the trap of letting the best sounding arguments beat out the sound ones. The upshot is that certain ways of thinking crowd out better ways to solve problems, so certain questions never get asked (or answered). Research First, together with the Marketing Association, has created a one-day course on Critical Thinking for Marketers* to help mentor professionals 54

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Carl Davidson

around creating ultimately better outcomes. Drawing from behavioural science and cognitive psychology, it demonstrates why thinking clearly is much harder than you could ever imagine and provides tools to sharpen a critical thinking and problem-solving mindset. In the process, this course will unleash your critical thinking, nurture a healthy scepticism, and most importantly help you learn the value of the second rule of Critical Thinking Fight Club: Don’t raise your voice, improve your argument. Carl Davidson writes in his capacity as Head of Insight at Research First Ltd. *Editor’s note: Critical Thinking course planned for Sept/Oct (Covid-19 willing!)

SOUTHERN

LOVE Marketing Association partners with Christchurch marketers to give some local love to SMEs.

IT WAS DURING THE HEIGHT of the Covid-19 Lockdown when the idea to support our struggling small business sector first came to Marketing for Business Good originator, and MA Southern Chair Michael Durie. In 2019, the southern branch of the MA trialled an initiative called ‘Marketing for Good’ in which a nominated charity received the undivided focus of marketers and MA members to solve their biggest marketing challenges. The reaction from participating marketers and the two chosen charities held over separate lunchtime events, ‘Christchurch City Mission and Aviva Families’ was so positive, why not extend this to our local small businesses once Covid-19 Lockdown restrictions are eased, he reasoned? “Marketers love a challenge and here was an opportunity to demonstrate our support for retailers, gyms, tradies, hospitality and service firms within the city,” says Durie. “We invited our members to give up a little of their time and come together to brainstorm practical marketing ideas for local SMEs, who face a long road ahead to rebuild business revenues and their customer base. It’s the power of reciprocity and taps into our inner need to help each other in times of crisis.” The after-five event, called 'Love Local - Marketing for Business Good' ran in mid-July to a full house of 12 SMEs on the receiving end, and more than 60 marketers, freelancers, agencies and suppliers there to donate their time and expertise. Sponsored by Geisen Wines within their new Kaiser Brewhouse in the heart of Christchurch’s hip Riverside Market, the local marketing community were in their element and for more than three hours the room buzzed with ideas, noise and energy. This vibe was helped along by leading researcher, Carl Davidson of Research First who facilitated and set the ground-rules for the evening. Business partners, Suzanne Carson of Event Professionals and Sandy Gray of the Entertainment Company were amazed at the positive vibe

Architect of Marketing for Good Michael Durie (C) with MA CEO John Miles (R) and Mark Gerrard (L).

and generosity of support from our marketing community. “Sandy and I found the experience so beneficial, it has inspired us enormously, to carry on and make a difference to our businesses. We are inspired to keep believing in where we are going and what we represent. What we gained from this event and opportunity relates almost to having the barrier on the road lifted,” says Carson. MA CEO, John Miles was equally impressed and got into the spirit of the night by working closely with one start-up in particular, George Toumazou of Golden Blade Barber Lounge. “The companies who went, such as George, loved it as did the marketers and agencies – they liked the idea of contributing back into the community,” says Miles. Toumazou too, valued this experience highly. “As a new small business owner, I've learnt so many helpful tips which helped me set up some great things for the business in the future. Having a group brainstorm with people from all different sectors of the marketing world was one of the best things I have learnt in business so far. We came up with a few good ideas I could try, from keeping a personalised record of clients to looking at things we could do that cost no money but could make my barbershop unique,” he says. The event’s success has spurred Miles to encourage other regions and interest groups within the MA to replicate the initiative and seek local support from national, regional and business promotion agencies. “We can mobilise the best marketing brains in New Zealand to help small business access expertise that is not normally available to them. As George said to me, ‘My profession is barbering, not marketing’ - but as you can see, he is starting to get pretty good at marketing now,” Miles adds. The Brand Issue 2020

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ReachMedia

WHEN MOBILE ADVERTISING MET LETTERBOX

A LOVE STORY...

A quick-fire download with ReachMedia Chief Customer Officer, Sam Saxton, on the latest in multi-channel marketing and a team who are knitting together the offline and online at a rapid pace…

Sam Saxton

SO WHAT’S GOING ON OVER THERE AT REACHMEDIA? Not unlike lots of New Zealand companies right now we’ve got multiple projects on the go. Rather than a big bang transformation project, we’re delivering at pace through a constant evolution – far preceding Covid-19. Our strategy is to develop the ReachMedia business into a true marketing solutions business. People have known us for ages in the letterbox space, but it’s really just one of the many marketing solutions we offer these days. We realised a number of years ago that we needed to build a business that marketers and business owners could use as more of a multichannel shop for running campaigns. And those campaigns needed to address the way people shop – which is moving between the internet and their physical world dynamically, and at pace. The model isn’t rocket science but it is unique. No-one else in New Zealand is combining digital and letterbox. It just makes so much sense – especially when both channels are so powerful in their own right.

AND MOBILE ADVERTISING IS PART OF THAT MODEL? Sounds like the cat’s out of the bag. Our mobile advertising has been operating in stealth mode for a while now and is now a key part of the package that we offer. Put simply, we know that over 60 percent of Kiwis already purchase from letterbox mailers. With mobile we can ring-fence that same neighbourhood 56

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accessible and affordable for the New Zealand SME market is really well received by our customers. It’s exciting. The other side to it that many people (who don’t run letterbox channel) are sometimes unaware of, is that letterbox itself has become such a targeted medium for marketing – with the ability to design strategies around types of customers and their buyer profiles. It made total sense to give the people what they were asking for – which is a true offline/ online picture. We exist to create local marketing that builds businesses. I have always had a passion for NZ Inc and it’s this same passion that exists within ReachMedia that attracted me to the team.

WHAT DOES THE FUTURE LOOK LIKE? and present our clients’ digital, or online proposition to those same households. Businesses large and small are realising how much they need a strong online presence, but they’re often unsure how to bring the real world and the digital world together seamlessly. By blending the online and offline advertising models we are delivering on our client’s ideal campaigns. We’re already hiring and growing our team in this space. There are a lot of talented people out there who want in on this space for their own career so that’s working well for us!

MOBILE ADVERTISING IS NOTHING NEW THOUGH? No, absolutely not. The new bit is combining it with an offline channel like letterbox. We’ve partnered with one of the world’s leading mobile advertising platforms in UberMedia – with its unique data sources and aggregation ability, we believe the product is second to none and really well-suited to the New Zealand market. Plus, our ability to price bundle these two channels, as well as make this combo

Continued investment into customer journey marketing and accelerating our product development – working with agencies, CMOs and SMEs. Keep educating – especially in the SME market. Small and medium-sized businesses are actively seeking relevant solutions for marketing and affordable ways to stay in business and drive revenue hard.

WHAT ABOUT YOU? WHAT SPINS YOUR WHEELS ABOUT BEING AT REACHMEDIA? From the moment my feet hit the ground last year the flat white went flying! The team at Reach just haven’t stopped evolving. I’m fully empowered to grow this business using my entrepreneurial skillset – a core part of the leadership approach of our CEO Struan Abernethy. We know what we’re after, we’re tapped into customers and we’re not afraid to get creative on how to solve marketers’ problems. It’s a very cool environment. For more information visit reachmedia.co.nz.

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FOR ME! But why?

Ahead of a national election, we enlist the help of a few top marketers and creative minds to give our politicians a lesson on branding that will help them win votes. Well, maybe. Actually, probably not. But, worth a punt, right?

The Brand Issue 2020

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You’ve recently launched into campaign marketing, what is your plan of attack to get people involved? CHRIS & JAMES: Engagement is everything,

but kissing babies and shaking hands is out this year. So, instead we’d run a campaign that lets voters change the Prime Minister’s name by deed poll if elected to office. Just imagine Prime Minister McMinister Face of New Zealand addressing the UN. TONY: Well, the standard go-to of kissing babies is out due to Covid-19 so we’ll have to rethink quickly. TikTok is hot right now, but we’ve all learnt the hard way that politicians can’t twerk, and unless the voting age is lowered to 14 we might miss our audience. Here’s an idea – no one owns ashleybloomfield.co.nz yet. How about we buy it and create a site singing the praises of Party X? Everyone listens to Dr Ashley Bloomfield. MICHAEL: Generally speaking people don’t want to ‘get involved’ in a campaign or with brands – I’m not sure how we’ve managed to get into such an echo chamber that we think brands serve such big or bold purposes in people’s lives. So, our plan of attack is to really stand for something that bridges the gap between the perceived self (should be doing my part to help the environment) and

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“Well, the standard go-to of kissing babies is out due to Covid-19 so we’ll have to rethink quickly.” Tony Bradbourne C EO, SPEC IAL GROUP

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What advice do you have for politicians when it comes to marketing? CHRIS & JAMES: When it comes to choosing a slogan, aim for vague and indistinct. Avoid using full sentences or you might accidentally make a promise. Words like strong, together, family and future are all winners and can be applied at random to any marketing material. A striking billboard could win or lose an election. If yours isn’t standing out, try using glitter pens and craft paper to give it a makeover. During an election year it’s important to appear grounded, so find the time to get photographed doing one of the following; riding a public bus, using a power tool or visiting a small town freezing works.

desired self (doing what I can to help the environment) and placing our brand in the middle of that as a choice to support. We absolutely have activations and ways that people can connect with the brand outside the core campaign… but really it’s the psychology of brands that we’re working to.

TONY: If you are going to put your face on hoardings across the country – hire a really good photographer. But seriously, act just like a very successful and important brand and get the very best agency you can possibly get.

LUKE: The energy category is one that consumers aren’t overly engaged with, so for the latest Meridian Energy work we needed to make sure we continue to build on what we’ve done already, but do it consistently and distinctively. In this case we’re telling a bit more of Nigel’s story, all done with humour – just enough for a little cheeky smile.

MICHAEL: I think that political marketing is probably the hardest/ most fraught marketing that there is, and I’m not sure I’m really qualified enough in it to be able to help – but as an armchair expert here goes anyway. I think the key questions of political marketing are basically the same as any other type of marketing. How does my customer/ target see

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themselves/ our society? How do they want to see themselves/ our society? How does my brand/ party/ candidate help play a role in bridging that gap? How do I communicate that? It used to be that if you left leaning, you’d vote party A, and if you were right leaning you’d vote party B – nowadays parties really lack that clarity of philosophy and message so there’s no real ideology for younger voters in particular to vote for. If I was giving advice – truly find out what (spoken or unspoken) emotional gap your electorate is grappling with, then make a frequent, consistent appeal to voters about how only you or your party can close that gap. LUKE: Oh politics! There is certainly a lot

going on in the world today. I think the best things to do is focus on what you and your party can bring and not try to counters the others’ behaviour at every move. Stay consistent and make sure you can deliver on what you are promising. This will hopefully bring some clarity for the voter.

What are the biggest mistakes politicians make when marketing their brand to voters? CHRIS & JAMES: Not enough Kiwiana symbols. Every piece of marketing you do should include the New Zealand flag, a Kiwi or the silver fern. Why not try a combo with all three? A Kiwi

N AGE R, M E R

with a tattoo of the silver fern holding a flag could be worth 10,000 votes. A little known fact about New Zealand voters is that they can only see primary colours. If your party isn’t red, blue or yellow you’ve already lost. TONY: Lack of smart innovative thinking. Every single election it’s just the same posters, saying the same thing, in the same way. I’m just staggered that no-one tries harder. In 2008 we did a campaign for the Green Party betting that all the other political party posters would do what they always do and say

“Every piece of marketing you do should include the New Zealand flag, a Kiwi or the silver fern. Why not try a combo with all three? A Kiwi with a tattoo of the silver fern holding a flag.” Chris & James E I G H T YO N E

‘Vote for Key’ and ‘Vote for Clark’ and sure enough they did. So we ran a poster beside them featuring a little girl looking straight at the camera with the headline ‘Vote for me’. It was super powerful because it played against what everyone else was doing. And it was super effective – 50 percent more Green MP’s, 3x Effie Gold. So I thought that might have been the start of some new era of clever and innovation political campaigns. I was about as accurate as my prediction on Trump. MICHAEL: It’s pretty hard to get voters to prefer a product that appears to be essentially the same as every other option in every way, because a vote for it is basically also a vote against. So, the biggest mistake I think is falling into the banal munge in the middle of politics – parties and politicians do actually need to stand for something in the same way brands do. I think as a result of the ‘drifting to centre’ three things have happened: 1. Extreme views that do hold an ideology that resonate with some people have galvanised those bases and given them support and sometimes the momentum to be elected and; 2. The shortterm issues of the day dominate – right now Covid-19 owns the news cycle and it will be challenging to extend the electorate’s view beyond that… that said, short-term decision making is how you wind up regretting a kebab you chowed down at 1:00am, so politics need a longer horizon; 3. Politics of personality have really taken over and people are voting for party leaders as faces rather than underlying politics – and that’s like voting for the Honeypuffs Honeybee or Tony the Tiger – we need to be buying a product promise rather than the face of the brands. LUKE: Confusion and complexity. Lack of a distinctive position. Politics can be a complex world, so delivering your point of view in a clear and consistent way is paramount.

Disclaimer: Journalists have a bad habit of asking the wrong questions. Feel free to ignore these and continue talking about whatever you want.

The Brand Issue 2020

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The Radio Bureau (TRB) has beenthrough several transformations since its inception in the nineties, but one thing remains solid – its status as New Zealand’s radio experts.

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irst created by NZ Radio Sales and P.R.I.S.M (Private Radio Industry Sales and Marketing) in 1993, TRB began its journey as a national sales house for all commercial stations. Initially owned by TRN (now NZME), this changed to today’s joint venture partnership when Mediaworks came on board in 2004. These days the joint venture works alongside agencies to plan and place advertising on both networks and New Zealand’s thriving independent radio stations. TRB General Manager, Peter Richardson, says that the client benefits from this owner agnostic approach. “Since we represent nearly all the stations in the country, we are able to select the stations, regardless of owner, that deliver the optimal audience numbers and environmental fit to ensure the client gets the most efficient and effective campaign possible.”

The Radio Bureau

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SOURCE: GfK New Zealand Commercial TOTAL NEW ZEALAND Survey 1 2020, Mon-Sun 12mn-12mn, People 10+, Cumulative Audience % (Unless otherwise stated). *Time Spent Listening (h:mm).

The Radio Bureau Auckland-based team of 15.

The audience numbers for radio are certainly impressive. International research organisation GfK releases four surveys each year across 13 markets and is one of the biggest annual samples of consumer research in New Zealand. As per their S1 2020 release, there are over 3.3 million Kiwis aged 10+ listening to commercial radio stations each week. On average, these listeners tune in for 16 hours and 12 minutes.* As the TRB website points out, these listeners aren’t all flocking to the one station. New Zealand has more radio frequencies per capita than any other country in the world. The good news is that gives advertisers exceptional opportunities to target both niche and national audiences – but it can make the campaign planning process a little daunting. So how does the campaign planning process work at TRB? “Once we receive an agency brief we run the numbers to see the highest rating and most cost efficient stations and zones to use for the target demographic and region. You also have to factor in the stations that might fit the brief environmentally. There are an array of products you can choose outside of traditional spots, so this requires consideration as well,” explains Thomas Raybould, TRB Account Manager/Senior Planner. This in depth (and free) process can be implemented quickly in the right hands – it is even possible to get a radio campaign to air in as short a time frame as 24 hours. With over 20 years of experience it seems TRB is a welloiled machine. Alongside these client services, TRB is also committed to marketing the effectiveness of radio in the New Zealand advertising landscape. Content & Marketing Manager, Sheridan Hill, works hard to ensure the industry is tuned in to the successes of the platform, through content partnerships like Radio Week with StopPress to the Outstanding Radio Creative Awards and more fun exploits like the TRB DJ booth (seen here set up at the Communications Council Axis Awards). While TRB doesn’t operate radio stations of their own, the lean team of 15 are certainly the key voice in the industry, with content pieces such as ‘Brand Safety in 2020’ and ‘Radio’s Place through the Pandemic’ highlighting radio’s place as one of the most trusted media platforms in the country.

TRB DJ Booth at the Axis Awards 2020.

Radio is our trusted companion with human interaction, and for that reason it continues to be an important voice in the media landscape. It’s this trust from both the audience and the advertisers that has helped radio to remain stable throughout Covid-19. “Radio is our trusted companion with human interaction, and for that reason it continues to be an important voice in the media landscape. As the industry embraces digital offerings via iHeart and Rova, The Radio Bureau will continue to utilise the airwaves to create smart campaigns for agencies and clients,” says Richardson.

OUTSTANDING RADIO CREATIVE AWARDS Each year TRB set out to celebrate outstanding radio creative with the ORCA.

Winners for 2020 are Tim Thach and Brooke Wiley from Stanley St for their Rebel Sport campaign ‘Find Your Rhythm’. The pair received a $10,000 cash prize and a $10,000 radio campaign. People’s Choice Award winners for the second year running are David Shirley and Melina Fiolitakis from FCB for their PAK’nSAVE campaign ‘Savey’. Media Design School students James McCulloch and Kathryn Prince took top honours in the Student ORCA for their mock campaign Voting Choir – aimed at getting young New Zealanders to vote.

To find out more about The Radio Bureau visit trb.co.nz The Brand Issue 2020

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HOW SMART

is your data? As businesses and marketing teams move to becoming data-driven it's important to remember why data matters in the first place: our customers. So how do you unlock the value of data to deliver for your customers? AT THE MARKETING ASSOCIATION Smarter Data Conference we heard from some of New Zealand’s top thought leaders about how they solve customer problems using data. They shared with us practical advice and insight into how they solve gaps in their data sets. So, what did we learn? Here are my key takeaways from the day:

Don’t wait for perfect Adrian Green, Head of Consumer and Business Insights at McDonald's and Leighton Gosnell, Technical Director at Track reminded us that we shouldn’t wait for perfect. McDonald's have plenty of challenges when it comes to data. The purchases are fast and the data is almost always anonymous. So how do you learn more about your customer when there is no reason for a customer to give over more? To tackle these problems they applied these four principles: 1. Have a really clear and challenging vision. 2. Be 100 percent honest about where you are now. 3. Get stuff done (and do it smartly). 4. You can’t do it on your own. Assemble a team that can help you.

Do the right thing John Edwards, the Privacy Commissioner, gave us a good reminder of what it means to act ethically when it comes to using data in marketing. As marketers, you must drive the data conversations you have within your organisation. You need to take the front seat and ensure you're conducting your marketing in a fair and responsible manner for your customers. He reminded us that it is up to us as marketers to take our own responsibility when it comes to privacy – they can only provide the guidelines. In December John Edwards and his team will be releasing the new Privacy Act. You can find all the necessary information on the Privacy Commissioner website. 62

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Keep the customer at the heart of your data Lena Jenkins, Head of Data Powered Marketing at Qrious reminded us that customers need to be at the heart of your data as customer expectations have intensified. Our customers expect to engage with us through a greater number of touchpoints and expect a joined up, personalised journey across those touchpoints. But to deliver on those expectations, data needs have become more complex. When creating or optimising a customer journey, customer data is central to understanding the journey, identifying opportunities to do better, and measuring the impact of change. So how do you make customer data central to your customer journey design? Jenkins shared how Qrious helped Genesis create a personalised, multi-channel, datadriven customer journey to increase redemption of their Power Shout offer, boost adoption of the Energy IQ app, and optimise the customer experience. You can read more here qrious.co.nz/our-work/genesis.

The rise of the Customer Data Platform Paul Hickey from SpeakData taught us all about Customer Data Platforms (CDPs) and how to evolve from data islands to a constant stream. Although CDPs are a relatively new addition to the toolkit for marketers, the technology and the market is evolving extremely quickly. To help us stay on the front foot, Hickey shared the value of investing in a platform that helps you stay on top of changing customer trends and most importantly a complete view of customer, giving the marketer valuable insight and capabilities in the customer journey. Creating data-driven customer journeys is not an easy task. Siloed data is common across businesses, but you’ve got to start somewhere, testing data sets and learning from each test. One of the key takeaways from the day was that it’s important to just start somewhere. Share the results wider than just yourself and tackle each data challenge incrementally. From there you’ll be able to get smarter with your marketing efforts. And once you’ve started, its important to keep the customer at the heart of all your efforts as its about making their journey easier, creating a positive customer experience. Nicki Shirley writes in her capacity as Head of Marketing at Qrious.

Feature

Breaking down the Are silos the enemy of effective marketing? In a time of greater connectedness and integration, DAVID NOTHLING-DEMMER puts the question to leading marketers as they look to best navigate the nuances of modern marketing.

n our current business environment â&#x20AC;&#x201C; the flexibility and digital connectiveness of Covid-19 aside â&#x20AC;&#x201C; successful organisations are finding unique ways to champion internal communications, shared departmental responsibilities, and ultimately better collaboration within its structures. This as the need to present a united front is becoming particularly important in brand building. This is especially true of marketers, and the need to work with the likes of sales colleagues in their interaction with customers, IT for their data needs, which often involves legal teams â&#x20AC;&#x201C; the list of collaborations goes on.

However, larger organisations often create silos in marketing to decentralise their operations and to encourage expertise in different areas. These siloed marketing divisions can and often do work largely independently on, for example trade marketing, brand marketing, customer and user experience relations, public relations and so on. From this perspective it makes sense for larger organisations to create silos for different functions, especially as they are often better equipped to have standardised and shared metrics and key performance indicators, and make use of customer relationship management The Brand Issue 2020

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tools etc. However, if the organisation is not well equipped (often in the case of smaller businesses), issues can arise, as silos block lines of communication, prevent knowledge-sharing and ultimately diluted or conflicting marketing messages. Differing goals in silos and a lack of unified direction can also lead to a competitive and demoralising environment. The same can occur when organisations outsource their marketing (or parts of their marketing efforts) to external agencies. Situations arise where the brand and agenc(ies) work in silos resulting in uncoordinated and ineffective marketing. Three main issues present: 1. How do organisations manage their siloed marketing efforts so to ensure unified brand message(s); 2. Is breaking down these silos the best outcome/ approach, and; 3. What strategies are external agencies – who are inherent in their siloed marketing – using to better work with their clients in this regard. I chat with senior marketers and creatives on both the client/ brand side as well as agency about the challenges that come with marketing in silos, and what lessons others can take from how they and their organisations are managing these challenges.

Customer first approach For Lotto NZ Chief Marketing Officer, Annemarie Browne, it comes down to placing the customer at the centre of the organisation as opposed to specific departments. Browne is of the belief that organisations best manage their siloed marketing efforts when they break these silos down. The CMO has done much work in her short time at Lotto NZ to achieve this, and says that her efforts are driven by putting the needs of the customer first. “We constantly hear from industry experts about the importance of placing the customer at the heart of a brand/ business. If you, like me, buy into this belief, then the marketing team needs to be right there too. When you stand back and look at a business from a customer perspective, you will not see a whole range of different teams and divisions, you will see a brand. I firmly believe that when the marketing team is fully aligned, from strategy to product development, distribution and brand communications, a business will have much greater success in telling a consistent story to the right customers, elevating their brand above the competition,” she says.

“The function of marketing is about driving change of behaviour so who better than to bust up the silos?” KATIE MILLS

NZME CHIEF MARKETING OFFICER

Achieving this business/ brand alignment Browne says is not easy, but that organisations should be built around creating a holistic team focus around a single overarching goal. “You need to build a culture of trust and transparency. This ensures individual teams remain accountable for delivering their objectives, but also creates an inherent responsibility from the entire team to deliver against the big picture. This applies to agency partners as well. They need to feel that they have an equal voice and can bring their specialist expertise to the table, supporting the core team to achieve their goals.” Large organisations like Lotto NZ and media group NZME face similar challenges when it comes to managing their various marketing teams so to ensure a synergy in their efforts. NZME Chief Marketing Officer, Katie Mills says that for marketing to work best, it must work right through the business. “We work hard to stretch across every function of NZME. We have been deliberate about raising the internal profile and function of marketing, demonstrating that we perform best when we’re along for the ride from the start – not at the end of the food chain where high pressure deadlines will lead to unnecessary expense, negative staff impact and a less than optimal output,” Mills says. She is a believer that marketing teams need to lead the charge in bringing together this cross-functionality. “The function of marketing is about driving change of behaviour so who better than to bust up the silos? We need to be more pragmatic, more collaborative and more commercial than we have ever been as a function, to best represent the brand and the customer. “By fostering collaboration we have less communication gotchas and more efficiency towards a common goal. It also allows us to give team members the opportunity to flex their skills across different projects and skill sets which I think is mission critical for the younger members of staff,” she says. Building greater trust and a more dynamic team are other key benefits of breaking down these silos adds Browne. “This, in turn, reinforces greater internal trust with other teams as well as key stakeholders. When the whole marketing team is engaged and informed, then the message coming through from the organisation is consistent and clear. Breaking down silos also allows you to

Feature leverage marketing resource more effectively. As the whole team has a wide and deep understanding of the various brands and roles, people can easily step into cross-functional projects or cover short-term gaps.” Browne says that the Lotto NZ marketing team, like many organisations, has over time undergone a number of composition changes and restructures. This resulted in a group of siloed teams working with a wide range of different agency partners. When she joined the organisation some two years ago, she walked into a team with a lack in long-term brand vision and a high level of inconsistency across teams. “Things had to change.” “Firstly, from a motivational perspective, this approach brings a much more positive energy to the team. It also means that as well as helping each other through more challenging times, everyone gets to share in the successes. And, from a wider internal business perspective, it ensures the marketing team is valued for its full contribution to the business, rather than just being the team that delivered the ‘latest ad campaign’.” So just how did Browne go about breaking these silos down? One of the biggest changes she has overseen in the past eighteen months is the launch of the Lotto NZ brand. In order to achieve this, she says that her teams have had to be realigned from being ‘product’ led to ‘purpose’ led. “This change has been embraced and supported by the entire marketing team, and by demonstrating with consumers the meaningful difference Lotto NZ’s contribution makes to New Zealand communities, we have built greater trust and equity across all our brands. “Bringing the Product Innovation, Instant Kiwi, Lotto Family and Digital teams into one strong marketing unit has been transformational. Integration has moved marketing from being a small team sitting on the fringe, to a proactive and productive team at the centre of the organisation. This change has also enabled us to work more effectively and provide greater value to other teams across the organisation including data and analytics, corporate, retail, technology and customer support. There is a high level of trust and in many ways, they are now an extension of our team, ensuring our customers receive a consistent brand experience whenever and wherever they engage with us.”

Legacy silos

“When the whole marketing team is engaged and informed, then the message coming through from the organisation is consistent and clear.” ANNEMARIE BROWNE

LOTTO NZ CHIEF MARKETING OFFICER

Breaking down internal silos is one thing for these larger organisations/ brands, but the external (to the organisation) nature of marketing often means that certain services need to be outsourced to external agencies – creating yet another set of silos. Creative and media agencies – despite their best efforts – struggle to escape the siloed marketing effect. Although larger agencies like Stanley St and Colenso BBDO NZ are too attempting to change their internal structures to be more diverse and agile in their offerings. The latter going as far as creating client desks within their its own building to facilitate better communication and synergy between client and agency. Rufus Chuter, Managing Partner at media and technology consultancy, Together, says that Adlandia is largely built on legacy silos. “The agency world has been guilty of pulling disciplines apart in quite arbitrary ways, for example direct versus media, performance versus brand or media versus creative. Holding groups have been especially guilty of this in the past, with multiple agency brands for different pieces of the pie. It’s made marketing operationally complex and doesn’t reflect the joined-up needs of modern marketing,” he explains. Head of Media at Stanley St, Andrew Reinholds, agrees in part, telling StopPress “the holding company structure is dying because it’s driven by separate P&Ls, and therefore there will be different agendas in the room.” He says that this has led his agency (and many other larger ones) to diversify their efforts in order to approach issues completely agnostically and come at it with a diverse set of skills. Reinholds adds that it is fundamental to be connected and integrated as an agency. “For us as an agency, we have a journey to go on together. And although we have a long way to go there is massive potential with the existing services here, and the new ones coming in, which will help us diversify and give us a better opportunity to provide a complete solution to whatever the problem is.” Although, Chuter says that this is further challenged by the many businesses who also have structures built around disciplines that are increasingly being brought together by technology. “Platforms like Salesforce bring technology, data and marketing The Brand Issue 2020

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Rufus Chuter, Managing Partner at Together.

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Feature together. Facebook brings corporate comms, data, content and marketing together. The increasing use of data and technology across marketing means these disciplines need to work together like never before.” He is of the opinion that breaking down these silos isn’t necessarily the answer. “Silos can create specialisation that can be really valuable. But to unlock the benefits of modern marketing, organisations need to understand how to bridge these specialisms to create more joined-up marketing and experiences. As a result, we believe the role of translators and connectors like Together become even more important.” The award-winning communications strategists says that he along with partner Kris Hadley, designed Together to help bridge the divides between client and agency, and between marketing disciplines by focusing

on connected thinking – modern day communication planning – alongside expertise in the technology and data infrastructures that enable joined up execution. “We often play a translating role internally with clients, helping to create connections between CMOs and CTOs, and in several client engagements we also act as lead agency, integrating other disciplines through communication planning. This enables marketers to bring project-based specialists in and out of their operational model without losing the strategic spine that drives their plan and ensures integrated execution. Our goal is to provide the integration benefits of an integrated agency or holding group without the need for either,” Chuter says. So while the large number of marketing channels (and technologies) available make

it unlikely that a single in-house department or outsourced agency can claim ownership in all of them, silo marketing allows a company to decentralise its efforts by assigning specific channels to the people or agencies most proficient in their use. However, as experienced marketers on the ground tell me, silo marketing can reduce the efficiency of a company’s communications. The sheer volume of modern marketing leaves each channel competing for consumers’ attention. If marketing teams aren’t unified then messages don’t always tie up. It all however comes back to Browne’s first point about satisfying a customer’s expectations of a brand. Organisations, siloed or not, need to align interactions to what their customers want and need, therefore, making the best use of not only the organisation’s time and expertise but also of the customer’s time and money.

Ingredients of integration

Chuter says that organisations can best manage their siloed marketing efforts so to ensure more unified messaging through:

Joined up thinking: a single strategic spine that runs from marketing and brand strategy down through every element of the customer journey. I believe full funnel communication planning is the critical glue for modern marketing. Historically this type of joinedup planning has fallen in the gaps between media, direct and creative agencies.

Joined up data and technology: a simplified and connected modern marketing enablement system, so that all marketing is powered by a unified data set, activated through connected platforms and measured in consistent ways. It doesn’t have to be one stack, but I see too many organisations with multiple pieces of a puzzle that simply don’t connect.

Joined up culture: marketing is becoming more specialised, so there will inevitably be more people involved. But if those people can’t work together towards a common goal, understanding each disciplines’ perspectives, then you’ll never achieve genuinely integrated marketing.

Find your voice. The voice your customers love. The voice that suits your brand. The voice that sells.

Advertise with the radio brands keeping Kiwis in the know.

advertising.nzme.co.nz/find-your-voice

Left to right standing: Thane Kirby (Radio Hauraki), Jono Pryor, Ben Boyce (The Hits), Matt Heath (Radio Hauraki), Megan Papas, Bree Tomasel, Vaughan Smith, Carl ‘Fletch’ Fletcher (ZM), Mike Puru (The Hits), Athena Angelou (Flava), Anika Moa (The Hits), Simon Barnett, Phil Gifford (Newstalk ZB), Jason Reeves (Coast), Laura McGoldrick (The Hits), Sam Wallace (Coast), Kerre McIvor, Mike Hosking (Newstalk ZB). Left to right seated: Tracey Donaldson (Radio Hauraki), Jack Tame (Newstalk ZB), Clint Roberts (ZM), Stacey Morrison (The Hits), Astley Nathan (Flava), Toni Street (Coast), Jeremy Wells (Radio Hauraki), Kate Hawkesby (Newstalk ZB).

Branding for Good In an increasingly untrusting world in need of reassurance, IAN HOWARD says brands will be judged by what they do, not what they say.

o borrow from F. Scott Fitzgerald’s assertion that the “the test of a first-rate intelligence is the ability to hold two opposed ideas in mind at the same time”, I’ve long held the belief that humanity is defined by its inherent gift to believe wholeheartedly in one thing, while entirely un-ironically doing the exact opposite. Hypocrisy, it seems, is the universal skeleton in our closet. Generally speaking it would appear that we’re accepting of such hypocrisy as long as we don’t shout about it. As long as we

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keep our beliefs to ourselves, society seems accepting of us acting any way we like, and our hypocritical skeleton can remain firmly locked away. But the minute we start to air those beliefs to others, shout them from the rooftops to fuel our own agendas or build our soapbox out of them to enhance our social standing; well then the game changes. Then it’s open season and anything goes. Just ask David Clark or Ellen DeGeneres. Hypocrisy in the context of personal brand building is the ultimate social crime.

It’s not just individuals with personal ambition who find themselves under the microscope though. Businesses, and the brands through which they express themselves, are held to the same account. Which begs the question: in an uncertain world in which brands have recently fallen over themselves to tell us how kind, supportive, empathetic and communitydriven they are, how many of them have a hypocritical skeleton tucked away in their closets? Words, while still holding great power,

Voices simply aren’t enough anymore. It’s one thing to say you support social movements like #blacklivesmatter or #timesup, but it’s quite another to ensure that your strategies and working practices demonstrate your support of them. It’s one thing to talk about, it’s quite another to deliver a genuine contribution. While the former is undoubtedly something to be lauded, the latter is where more of our efforts should be focused.

VALUE PROPOSITION

What we’re really talking about is valuesdriven business. Values. A small word but one that has big connotations and that needs serious consideration. By its very definition, a value is only a value if you’re willing to let it cost you something. So defining the values that drive your brand is to make a bold decision about what your brand would never do. It prevents your business from pursuing certain revenue opportunities, certain customers, certain partners. Values, defined in the right way, should place some constraints on how you do business. If your values aren’t constraining you, they’re not really values. They’re platitudes. Throwaway sentiments that look nice on a wall but are ultimately entirely meaningless. To overstretch the metaphor, they’re the bones of your hypocritical skeleton. There’s a wind of change blowing through society. Emerging generations have an expectation of businesses that they do more than just make money by peddling goods. They expect businesses to contribute positively to the communities they serve. To be a force for good, however you define that. Those expectations are the driving force behind systemic change that the business landscape needs to prepare for now. New reporting requirements - spearheaded by The Task Force for Climate Related Financial Disclosure (TCFD) - will become mandatory in New Zealand in the next few years and will require companies to report more extensively on their environmental impact. While social impact is not yet included in these measures, there can be little doubt that it will be in the future. Yet, most large enterprises don’t know what their impact is. Even those that purport to have sustainability or CSR initiatives are often measuring their success simply by having

IAN

H O WA R D

“The world needs purposedriven brands more than ever. Brands that are good for business, customers and society at large.”

them, rather than by really interrogating their effectiveness. There is little or no accountability, and very few have clear impact objectives in place, or measurement frameworks that judge results. In the Covid-19-afflicted world, businesses right now have an unprecedented opportunity to demonstrate leadership in their communities. Those that do will build sustainable brand equity that will provide them with an unfair advantage long after this pandemic is a fading memory. But to do so, they’ll have to be able to prove that they made a difference. That means aligning on the difference you want to make, doing things to make it happen and then holding yourself accountable to the impact you create. The world needs purpose-driven brands more than ever. Brands that are good for business, customers and society at large. So, take a long hard look in the mirror and be honest with yourself - are you really walking the walk, or just talking the talk? Because in this uncertain world, your customers are judging you by what you do, not what you say. And, there’s only so long they’ll look the other way in the face of hypocrisy. Ian Howard writes in his capacity as Co-founder and Strategist at Bright Street.

The Brand Issue 2020

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Up and Comer

From crafting clickable Facebook posts to presenting winning pitches, copywriter Ellen Fromm tells NZ Marketing’s Mollie Edwards that no day in this industry is ever the same, and that despite its challenges, she’s best placed to have a positive impact.

llen Fromm discovered she had a calling for marketing during her time spent in the artsy city of Melbourne, surrounded by likeminded creatives. Now thriving as a senior copywriter at Colenso BBDO NZ, she says the beauty of her role is that no day is the same, and that this sparks her creative process. Fromm says a typical day for a senior copywriter includes drinking lots of tea, sending copious amounts of emails and throwing in a bad pun whenever possible. Yet, these are the only constant occurrences. Uncertainty in what she’ll be working on next is what Fromm says excites her most about her job. “Some days it’s about brainstorming and scribbling. Other days we’re building slick presentations and pretending we own blazers for important meetings. Some days I’m getting annoyed at the character limits on sponsored Facebook posts and the next, I’m working with the most talented production partners. No day is the same and that’s the best part.” When asked to be part of a world-class agency like Colenso, Fromm was extremely humbled. The work, people and clients, along with the sparkling water on tap was what really sold the role. “I love the range of business problems that 72

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land on our desks. I love that I’ve become a mini expert in everything from baked beans to breast cancer. But most of all, I love the uncertainty of a new, big idea, is it good or am I crazy? Often both.” Fromm has been fortunate enough to have worked with many incredible brands and clients in her time at Colenso. Her favourite project to date, however, is the rebranding for State Insurance that launched in early 2019. “It was one of the first times that I had full involvement, and creative ownership, of a project from brand positioning through to developing a new modular design and delivery system. Every project for State since has been an absolute joy. And, it’s been so rewarding to create a brand platform that everyone is still super excited about 18 months on.” Although passionate about the industry, Fromm says the biggest challenges that need addressing is the lack of diversity within the creative space, as well as mental health fatigue. Change, she says that needs to come before interns are brought in and before marketing is studied at university. Fromm thinks that commercial creativity should be discussed with school kids across New Zealand so that children of all backgrounds, with unique stories are encouraged to join the industry.

“This shouldn’t be left to individual agencies either. We need to all work together. We all need to have these conversations and start creating programmes of action together. Only then will we see positive systemic change.” With copywriting in particular, Fromm hopes that as the years go on it will start to have a realworld impact. She would like to see copywriters working more closely with brands to ensure their businesses are creating social good, and all work to be positively impacting people and the environment. Constantly developing new ideas and creating projects from the ground up can take its toll though. And, for creatives like Fromm this often means stress and burnout. A huge challenge for many in the industry, but one she can see reducing once better mental health support is available in the workplace. “I know this because we’re slowly getting there. At Alert Level 1, Colenso introduced flexible office hours, and oh man, has this helped me. Knowing that I can work from home when the office feels impossibly loud has been a nervous system lifesaver. “And then there are those agencies around the world trialing four-day work weeks, which are proving to have profound benefits on mental health and profits. So, I have faith. In the meantime, we need to remember that we are human and that we need to breathe. Often.” Over the past decade, Fromm has learnt that it is good to have a plan, but only a loose one, and there needs to be space to see the opportunities that didn’t seem possible. In the next ten years, she’d still love to be paid to dream and write, but assumes where and how she does will be quite different.

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