Marketing World - issue 26 | 2015

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Contents Companies Should Value Market ResearchTHOMAS WALKER MD TNS RMS

8 6 First Bank, 5 other banks partner Uni ed Payments to implement PayAttitude

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Keith Weed, Unilever's chief marketing & communications officer

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18 Olaseni Ashiru Head Of Corporate Affairs Nigerdock Nigeria PLC

Dana Motors unveil made in Nigeria all-new Kia Sorento

22 Diamond Bank Launches Diamond Y’ello Debit Card

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Henry Alade, Managing Director, Impact Direct

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Tori Abiola MD Montgomery West Africa

36 Mobile Advertising Spend to Reach $105Bn Globally by 2019

38 16

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NICHE CARVERS Launches Virtual Billboard Mobile Application

EDITOR’S NOTE

Getting Your Brand On Its Feet Again Kehinde Olesin Group Editor

B

rands can thrive for years if associated products are reliable, the logo is instantly recognizable and the

can be revived, whether by original

partner with a well known toothpaste,

owners, descendents of founders or

sell in a mini pack with the toothpaste or

entrepreneurs who want to buy the

even give promotional packs.

brand as an intellectual property in

Finally, many brands die after failing to

hopes of capitalizing on what's left of the

properly identify their niche market. The

brand recognition.

benefit of the death is that it reveals who

You can start by leveraging on the

the target audience should have been

memories. For instance, if a brand has

and where the potential niche market

been successful at any point in time, play

lies. Nearly every dead brand has a

on the nostalgia. Keep the logo, keep the

group who laments its demise, and

tagline, re-record the catchy jingle, but

clamour for its return. Upon revival,

s l o g a n s a r e

update the relevance. Many emotional

identify and cater specifically to that cult

infectious. However, in a competitive

buyers will be willing to give revived

following. Don't mind who they are but

marketplace where customers yield to

products a try based on sentimentality

just have faith they have never left you

mercurial tastes and shifting loyalties, a

alone.

and will never leave you. They are your

brand that once enjoyed devotion can

There is also every need to reinforce

brand followers. They are loyalists. Zero

be vanquished… However, no brand has

positive associations. Before rolling out

in on the lifest yle of the cult in

to die without a fight. Brands can live

the revived brand, do market studies to

advertising and special events in order

again depending on whether expert

see what traits people most remember

to redefine your market. These zealots

resuscitation is applied in time and with

about the ghost brand and which traits

can be persuaded to create a frenzy

the right savvy.

Death of a brand ‘doesn’t have to be permanent. The Volkswagen Beetle came back, and the mostly localised lager beer in Nigeria, Trophy, is winning international awards. Many thanks to brand owners who allowed huge investment(in the case of Trophy) and catered for the cult followers adequately.

The moment you star t to notice stagnancy, shrinking customer base, disappearing profit and

old and

boring identity, then you need to get

have made the best impressions. Expand

around the re-launch; make them

the associated product line to give

ambassadors who will host product

customers more options.

parties or pass out coupons and freebies

You also have to make the product

as part of a street team. The word-of-

innovative and contemporary. Many

mouth in their offline and online

products fail because they don't make

communities alone will buoy sales and

use of new technology, new trends, new

begin rebuilding audience interest and

directions. Change what's dated about

loyalty.

the product and make it modern while

In no time your brand will sprout to live

still familiar. Pitch the product as the

and you can be bold on the shelves

same, but better.

again. You brand surely has a new life to

Partnering with more successful brands

live.

could give a brand being resuscitated a

Have a happy read.

big climb. Don't attempt to resuscitate

something done.

your brand in a vacuum. If you are

Brands can get on their feet again! They

reviving a toothpaste brand you can Group Publisher Akin Naphtal IT& Research Henry Gyedu

Associate Editor, Ghana Carol Hogan Bassey

Group Editor Kehinde Olesin IT/Business Reporters Derrick N.A Tagoe Deborah Arthur

IT/Business Reporters Tope Ajayi

NIG 3a, Shomoye Tejuosho Close, off Ogunmodede Street, Allen, Ikeja, Lagos Tel: +234 1 291 5803, Mob: +234 806 3603521, +234 8161342518

Contribu ng Editors David Ajao Terry Washington Social Media Execu ve Julius Ofori Boadu

UK Unit 2, Anchor Bay Ind. Estate Manor Road, Erith, Kent, DA8 2QA Tel: +44 777 510 9698 info@instinctwave.com www.instinctwave.com

GH: 271 Telecom Junction Dome, Accra - Ghana Mob: +233 208 910 380, Tel: +233 302432849

Crea ve Manager Isaac Agyeman-Duah

Crea ve Officer Lawrence Otoo

Business Development Execu ve Gina Ibeh Liability While every care has been taken in the preparation of this magazine, the publishers cannot be responsible for the accuracy of information in herein, or any consequence arising from it.

MobileWorld is a controlled circulation magazine and not available on newsstand. It is free to qualified readers worldwide. c Instinct Wave 2014 No part of this publication may be used, copied or reproduced without prior consent of the publisher.

Visa's NotATourist Campaign Unleashes the Imagination of travellers to Africa

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Visa, a global payments technolog

y company, has announced the launch of 'NotATourist', an innova ve, full-fledged regional campaign aimed at driving interna onal tourism during holidays, and making t h e s u m m e r h o l i d ay s o f cardholders rewarding.

Running in key Middle East and African markets including, Ivory Coast, Cameroon, Democra c Republic of Congo (DRC) and Senegal un l 31 August, 2015.

The NotATourist campaign is designed to inspire travel beyond the regular tourist sites to savour truly local experiences that are the essence of making a des na on unique.

Downloading the Visa Explore Applica on from Apple Store or Google Play will ensure that travellers will stay informed

with the most updated Visa offers and opportuni es, ATM loca ons, and valuable informa on for cardholders.

N o t ATo u r i s t a l s o o ff e r s travellers a pla orm to describe the many facets of a des na on by sharing their own images, videos, posts and comments, making them ambassadors or tour guides of their favourite travel spots.

Visa will supplement the crowdsourced content with essen al travel informa on and its global merchant offers across des na ons.

“Travellers o en desire a taste of local culture and a rac ons that are hard to find in travel books or with a guided tour.

The #NotATourist campaign tries to build on this desire, by connec ng people and their experiences through unleashing the imagina on of the traveller to interact with the beauty of the des na on,” says Karim Beg , Head of Marke ng at Visa Middle East and North and West, Central Africa. “The most important

highlight of this campaign is that we are able to communicate with the hearts and minds of African travellers and help them appreciate the hidden treasures of the places they visit.

“As a global payments technology company, we believe in the power and reach of mobile applica ons, to tap in to the large popula on of smart phone users, mostly millennials who can effec vely influence other aspira onal travellers in the same age group.”

The #NotATourist campaign es in with Visa's efforts to promote tourism in Africa, through partnerships with government authori es, financial ins tu ons and merchants.

Beg added: “The Visa Global Travel Inten ons Study 2015 shows that travellers are more digital-savvy than ever before, with 78% of global travellers using digital informa on while planning their trips, and 66% resor ng to digital sources for travel ps at the des na on.

This is a phenomenal representa on of the impact of digital engagement on the travel sector, and one of the main drivers for our efforts with NotATourist. Besides driving home the message of safe and convenient payments with Visa at target markets, we also want NotATourist to start a conversa on with people on easy, unique and fulfilling cross-border travel.”

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First Bank, 5 other banks partner Unied Payments to implement PayAttitude tions are Chip and Pin enabled and holder's unique Pin must be entered on the acceptance device before transactions are approved. The PayAttitude tag is carried on the mobile phone and suits the lifestyle of mobile phone users, being convenient for retail transactions by tapping the phone against the PoS terminal.

The GMD/CEO, First Bank, Bisi Onasanya, who spoke at the official launch of the product, affirmed that U n i fi e d Pa y m e n t s a n d PayAttitude would redefine the domestic payments ecosystem that had been plagued by numerous challenges.

I

n a bid to drive the Central Bank of Nigeria's (CBN)'s Financial S y s t e m Strategy 2020, a consortium of six banks have inaugurated the Unified Payments' electronic money transaction scheme known as PayAttitude.

First Bank of Nigeria Ltd, Zenith Bank, Access Bank, Diamond Bank, Skye Bank and United Bank of Nigeria, last week, restated their commitment through this collaboration with Unified Payments to make it an objective to drive innovation in service

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deliver y, convenient mobile payment system and making Nigeria's financial system the “safest and fastest growing among emerging markets.”

PayAttitude guarantees subscribers the confidence and comfort of successful mobile payment for goods and services at merchant locations at all times, notwithstanding the challenges of telecommunication or unavailability of network in the merchant's bank or the customer's bank.

With this solution, transactions are authorised offline up to the value of the customer's mobile wallet subscription with the bank. To guard against fraud or unauthorised access, PayAttitude transac-

According to him, First Bank is working to constantly provide dynamic and relevant solutions that will improve the lifestyle of its customers while ensuring the safety and security of their funds.

Meanwhile, he noted that with the developments in the electronic money industry, it has become imperative for the payments industry to look inward for a solution that will guarantee successful retail payments of PoS terminals without depending where online real-time communication is not required between the acceptance device and the customers' accounts in the bank.

BD Consult wins Nigeria PR Young Lions Competition and advertising industry.

In his remarks, PRCAN President and a member of the jury, Mr. John Ehiguese said that the various juries were encouraged as the quality of materials received which is a great sign that the industry is making progress.

He revealed that it was a close call as all the young professionals' demonstrated good understanding and grasp of the brief and came up with exciting ideas.

n preparation for this year's Young L i o n s Competition, BD Consult Limited, Nigeria, talented, young and h i g h l y creative PR professionals Priscilla Adeboye and Ebun O woyele Amusan have emerged winners of the PR Category of the award which climaxed at the PRCAN Secretariat, Maryland, Lagos.

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The young winners will be representing Nigeria at the Cannes Lions Festival holding in Cannes, France, in June, 2015.

The PR team joining the competition was given 24 hours to create a PR Plan for the South Africa's National tourism Promotion that would recover

South Africa's negative perception by p ro m o t i n g t h e co u n t r y ' s tourism endowment as a reason to invest in South Africa.

The idea of BD Consult Limited becoming the winner of the PR category of the Young Lions was premised on the fact that the organization through their PR Plan demonstrating how PR can be effectively used for recovering the perception of South Africa internally and among relevant stakeholders in respect to the adverse impact that xenophobia has on the billions of tax payers' money spent to win investments to the country.

T h e h i g h l y c re a t i ve e n t r i e s, adjudged outstanding by the jury and regulators, attest to the fact that the Nigeria PR industry are breeding a new crop of highly creative professional minds giving hope of a future ensured for the PR

Speaking on the award won, Mr. Tola Bademosi, Managing Director, BD Consult said his team through their plan have demonstrated high level of creativity, Manner of presentation, team spirit, confidence and in-depth insight to the brief.

He noted that this plan need to be applauded and adopted globally as it might be the best plan to revamp South Africa's Tourism industry.

On their performance, Priscilla Adeboye said “We are very proud of our work, and we are especially thrilled to go to Cannes and compete against the best in the industry. “Not only will we be able to compete in the Young Lions competition, but we will also be able to gather more experience through the creative work that's being done by other countries.”

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Thomas Walker Managing Director Tns Rms

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Companies Should Value Market ResearchTHOMAS WALKER MD TNS RMS What are the values that have made TNS RMS stand out as a world leader in consumer measurement? hen I think abou t TNS globa l l y and also here in Nigeria, one of the core values is integrity. We stand for doing high quality work on behalf of our clients and bringing impactful insights that help them grow their businesses. Integrity, honesty and transparency are paramount.

Secondly, it is about proven expertise and know how, and bringing our best thinking to our clients. This is one of the key benefits of working with TNS. We have over 10,000 associates around the world and we pride ourselves on being able to tap into this vast knowledge bank and translating it into tangible value for our clients.

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Another hallmark of TNS RMS is that we go the last mile with our clients. It is quite important to us that our clients get maximum return on their investment in insights. We are there to support our clients to move beyond insight and into action so they can grow their business. And we have a solid track record of delivering on

this promise which is what makes us a global leader.

What is your assessment of the market research industry in Nigeria?

In my opinion, the market research industr y is quite mature and well established in Nigeria. Interestingly, it is also an industr y undergoing a massive transformation that is very much in its infancy. For example, Nigeria is historically a paper based market. However, in the last few years advances in t e c h n o l o g y h a v e fundamentally shifted how we collect information. It is also creating new ways to interact with and understand consumers, and enabling us to deliver insights virtually real time.

Do you think the government can help in any way?

I believe the government can and should play a prominent role in demonstrating the value of research and insight when it comes to making policy decisions. As an example, TNS RMS have a long standing relationship with Lagos State Government. When priorities and action plans are debated and decisions made at the Cabinet level, the issues are first informed by the voice of the citizens of Lagos. This will become critical increasingly important for government in Nigeria. How can politicians and leaders make qualit y decisions if they have not listened to the people they are meant to represent?

The industry in Nigeria is faced with an ever increasing demand to provide rich insight for decision making. As the market leader, we are investing h e av i l y to a cce l e rate t h e development of a deep bench of talent and expertise in the market to deliver against this need. This is critical for continued impact and influence in the boardroom.

While it is early days, we are building strategic partnerships with University of Ibadan and Lagos Business School, and also creating internship programs to attract top talent to our industry.

What are the major projections /forecast your company has for the Sub Sahara, especially Nigeria as regards consumers' trends?

As the giant of Africa, Nigeria has been catapulted onto the global stage. The idea of upward economic mobility and dynamism is more alive in Nigeria than ever before. If you look closely at Nigerian consumers, there is a real tension between stepping into a new future while preserving past traditions. There is a deep belief among Nigerians that one's social and financial standing is merely temporary

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and that wealth and prosperity are attainable by all. This presents a great opportunity for brands to offer products and services that allow consumers to access small doses of aspiration.

their goals and aspirations.

We also believe the mobile devices opens up an entirely new way of thinking about how to engage consumers. Within that last year, we have launched a set of mobilebased solutions that enable us to

How in uential do you think your researches have been to the marketing and advertising sector in Nigeria?

Just to give you a quick bit of background, RMS has been in this market for over 35 years, so we established the market research industry in terms of actually showing companies – multi-nationals and SMEs – the value of research. TNS RMS is building on the strong reputation that exists within the Nigerian market. We have and continue to work closely with our clients to engage their target consumers, listen and understand their needs, and t h e n d e v e l o p recommendations to connect brand with consumers.

What impact does the social media or the new media in general has on your activities?

For us, it means that we have to think differently, develop new and innovative solutions, and build new skills and new capabilities.

Social media listening is just one of the new ways we can unlock consumer insight. Instead of going out and asking consumers what they think, we now have the ability to tap into the conversations that are already happening online. This has been an area of significant investment for us over the last few years. One example of a new solution we have developed is taking massive amounts of unstructured data in the social media world, putting it into a structure to make sense of it all, and the using it to predict brand equity and share shifts. www.marketingworldmag.com 10

It is also an honor and a privilege to work with a team of such talented and passionate people. If it were not for them, TNS RMS would not be the market leader it is today. I love the fact that each and every day I get to rub minds with the best and brightest in our industry.

I am not sure if this position has changed me but it certainly motivates me to be the best I can be for my team and our clients. I t r u l y e n j oy h e l p i n g o t h e r s achieve th eir personal and professional goals.

understand brand equity in-themoment where the brand choice is made. Our view is that tracking programs that rely solely on recall based questions, and fail to integrate social media and other listening systems, will more often than not be doing more harm than good.

Could you please tell me what do you love about this job? Has it affected any particular area of your life?

The most rewarding aspect of my job is the opportunity to work closely with people from a diverse set of backgrounds and experiences. I love being out talking with clients and understanding their challenges and finding solutions. For me, it is very rewarding to see ideas come to life and move people and organizations closer to achieving

What interest you outside the office, what do you love doing?

Well, I need to get into football which is the major sport in Nigeria. However, being from the States, my version of football is played in shoulder pads and a helmet. I enjoy spending time with my wife and three children.

Beyond that, I enjoy golf.

How do you relax apart from the family and any other thing?

Reading a book or playing video games with my kids. I am still a gamer at heart.

So you are indoor person?

I love the outdoors too. We enjoy going to beaches and traveling across Nigeria and abroad. I like variety and not being so predictable. It helps keep things interesting and keeps us in a mode of experiencing and learning new things. Nigeria is a place where you can do this if you are willing to explore.

Co u l d yo u p l e a s e d e s c r i b e yourself in three words?

Honest. Adventurous. Driven.

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Unilever's Keith Weed: Brands With Purpose Deliver Growth

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nilever's Sustainable Living Plan has become a benchmark for enlightened marke ng. Will achieving the targets it sets out also drive an increase in your products' market share?

Keith Weed: Our brands have an exci ng and fundamental part to play in our sustainable growth agenda. They are used by 2bn consumers a day and are in homes all round the world.

We know that consumers increasingly want brands with purpose – and that purpose delivers growth.

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We know that consumers increasingly want brands with purpose – and that purpose delivers growth Just look at some of the insight: responsible-consump on products will account for 70% of total grocery growth in the US and Europe over the next five years (according to Boston Consul ng Group). In the US alone, responsible-consump on products have grown about 9% annually in the past three years.

We also know that sustainability is par cularly important for the millennial genera on. For our brands, we are seeing par cular growth in sales for those that have built purpose and sustainability into their brand mixes.

Some great examples include our brand Kissan. We moved [over] to sustainably sourced tomatoes and

helped propel Kissan to become the n u m b e r- o n e ke tc h u p i n t h i s category in India. And if you look across our por olio at brands with a clear social purpose – such as Lifebuoy (with its handwashing agenda), Dove (with its important work on self-esteem) and Domestos (with its sanita on programme, building toilets in developing markets) – they have all grown consistently over the past four years.

Consumers are asking us to help them live more sustainably and we can do this.

Changing consumer behaviour is at the heart of achieving these goals.

What role is marketing playing in shifting consumer sentiment?

Unilever's Project Sunlight, which we launched in 2013, very much sits at the heart of this. Through this

movement, we have connected with 100m consumers who say living more sustainably matters to them.

In 2014, the programme heard directly from young people across the world [about] their vision for change. In the UK, we partnered Oxfam UK's Poverty Programme on the #clearaplatetodonate campaign to address the issue of hunger by donating more than half a million meals to families in need.

Across India, Indonesia and Brazil, the focus of Project Sunlight was water, sanitation and hygiene projects. And it will continue to engage with people in a tangible, relevant way and raise awareness of social and environmental issues.

There's never been a better time, either: 2015 is a crucial year on the global stage, with talks to agree sustainable-development goals to improve people's lives around the world and, later in the year, to find a binding deal on tackling climate change.

It's about taking people along the journey with us and empowering them to be part of the change they wish to see. And, of course, social media is a key platform in this.

Do you worry about appearing to preach to your customers and therefore alienating them?

Some consumers would question why the brand they buy has the right to dictate the length of their shower. What would you say to that?

For us, this isn't about preaching, but more about encouraging small steps toward a positive, more sustainable way of living for consumers.

Innovation is a core driver of this: we can help through the way we design our products – and we have seen positive responses from consumers.

We haven't patented our packaging-reduction technology, so others can use it too.

For example, our compressed deodorants – the same amount of product but in a smaller can – use

25% less aluminium and half as much propellant gas, so they have a reduced environmental footprint, are lighter and more portable. Or take Comfort One Rinse, which uses two-thirds less water, or dry shampoo that does not require any water. They conserve water, but also meet consumer needs – 2.8bn people live in water-deprived areas today and that number will only increase.

So, we believe that the demand is growing and people are looking for ways to enable them to live more sustainably. Why would you not buy a product that works really well and also does good?

U l t i m a t e l y, we a re r a i s i n g a w a r e n e s s o f g l o b a l i s s u e s, providing people with a sustainable solution, and it is their choice as to which brands they want to buy.

Refocusing your brands on their power for good has had a phenomenal impact. How has this shift affected the way you market your brands?

Yes, it's exciting what is possible – we have the opportunity to drive change at scale, and can be even more effective through partnerships.

Take Lifebuoy (above), for example.

Our handwash changes colour from white to green in 10 seconds, the time it takes to protect against 99.9% of germs. Children wait for the colour change [before they rinse their hands] and therefore are protected. Launched in India, Indonesia and other markets in Asia and Africa, this is an example of what our consumers want and a way of helping to tackle disease.

In tandem, Lifebuoy runs the world's largest hygiene-promotion programme, which aims to change the handwashing behaviours of 1bn people by 2020. We do this closely with partners such as Oxfam and UNICEF, which can help to deliver the programme within communities. So people really understand the purpose of that

brand when they buy it – a product to buy and an idea to buy into.

This is very much a growth strategy and all elements need to be in place – great marketing, great innovation, great products, great partnerships, and sustainability underpinning it all. The Lifebuoy example wouldn't be possible without world-class innovation, and there is always a huge emphasis at Unilever on building great brands.

How is Unilever's commitment to sustainability moving the entire industr y for ward? Do you believe you have rede ned the concept of marketing for good?

We see this as the only viable business model. We live in a world of finite resources – with 2bn-3bn more people going to join the planet [by 2050, according to the UN] – and we want to be able to serve our consumers in decades to come. We hope the whole industry will adopt a similar model, as the scale will mean greater change.

Businesses need to create new models with sustainability at their core.

Palm oil is a good example. Our vision is that, by 2020, we will achieve a transformation of the market whereby the entire industry moves to sustainable palm oil. But we can't do this on our own. So, as well as committing to sourcing 100% of our agricultural raw materials sustainably by then, we've been working to support corporate commitments to ending deforestation, such as The Consumer Goods Forum commitment on deforestation, and to persuade governments to deliver the incentives needed. The New York Declaration on Forests, launched last year, was a key moment in this, but we need to keep the momentum going.

Another example is when we innovate. We don't always patent the technology, to encourage industry-wide adoption [of ], for example, more environmentally friendly packaging.

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You have a broad definition of sustainability with a commitment to improving the experience of employees. How does this work in principle? Are you increasing your commitment to diversity, how are you tackling issues such as the gender pay gap within your business?

Unilever is the third-most-soughtafter employer globally on LinkedIn, which is a great privilege, but I believe that means an even greater responsibility to lead the way on these important issues: health and wellbeing and women's empowerment [are] key parts of the Unilever Sustainable Living Plan and embedded in the way we do business.

Inclusivity and diversity of perspective, culture and experience are crucial to a successful business and having gender balance among our employees is key to achieving this Our target on the latter is to empower 5m women by 2020. Not only does it make business sense – women are Unilever's core consumers, with 77% of purchasing decisions made by them, and they have a strong presence in many of our supply chains – but there is also a clear moral case. Women do 66% of the world's work, yet they earn just 1 0 % o f t h e wo r l d ' s i n co m e.

Empowering them is one of the best ways of stimulating development as women reinvest more of their money in their families, communities and local economy.

But we have to start at home.

Inclusivity and diversity of perspective, culture and experience are crucial to a successful business and having gender balance among our employees is key to achieving this.

By the end of 2014, over 43% of our managers were women, up from 38% in 2010. There is more to do, especially at senior level, and we are committed to this through www.marketingworldmag.com14

co nt i n u e d fo c u s o n fl e x i b l e working, women's networks, job shares and maternity/paternity support.

Do you consider the CSR credentials of your agencies and c re a t i ve p a r t n e r s ? H a s t h a t become more impor tant in pitches?

Yes, it is impor tant that our partners and agencies share a similar vision and values in their approach to how they do business.

What is the role of innovation in your sustainability strategy and how important is offering viable alternatives to changing consumer behaviour?

Innovation is a growth driver and a vital part of our sustainability strategy – both marketing and product innovation.

I talked about some examples earlier, but another recent one is our packaging-reduction technology. Dove Body bottles contain at least 15% less plastic [than their previous iterations]. Gas is injected to create bubbles in the bottle wall, reducing the density and amount of plastic needed, but not its strength. It's lighter for consumers and cuts raw-material costs. We haven't patented the technology, so others can use it too.

In terms of marketing innovation, we have been doing this for years.

Take Dove again, and its selfesteem programme. More than 10 years ago the brand started its groundbreaking conversation about "real beauty", to try to create a world where beauty is a source of confidence, not anxiety. Since then, the Dove self- esteembuilding programmes have reached more than 15m young people. It's another example of us 'starting at home', when it comes to our women's- empower ment agenda.

Do you believe the average Unilever consumer values sustainability as much as you?

We know there are many who do, because they tell us so. We also see this sentiment increasing around the world. Unilever is one of the largest commissioners of market research globally. We conduct this in more than 100 countries and are seeing increased engagement on sustainabilit y issues. This is particularly important to young people.

What I see are citizens increasingly holding businesses and brands to account on issues like climate change and social inequality, and I expect to see this trend only increase. So it's becoming a demand, as well as a supply, issue, which is a good thing.

With our relentless focus on social media and technology, are we in danger of missing the fundamental point – that marketing for good and a commitment to real, not virtual, community is at the heart of building sustainable brands and businesses?

Ultimately, marketing is about relationships, and social media is one channel to connect with people. M any, especially millennials, don't distinguish between 'virtual' and 'offline' – it's seamless for them and for us, too, as mobile continues to transform the way we all live.

Social media is a great enabler for change. It is a good way to drive a call to action and raise awareness of issues – just look at the Ice Bucket Challenge campaign and No Make-up Selfies.

You still have to have excellent brands and something to say, of course, and you still communicate 'offline' too. But social is a key platform for two-way dialogue. It is about a co-creation – a relationship is built with consumers on their terms. And as I have said many times, successful companies are marketing for and with people, not to them.

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FCMB'S NEW LOOK OF OPPORTUNITY

By Kehinde Olesin

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ellow is the m o s t luminous of all the colors of the spectrum.

It's the color that captures our attention more than any

other color.

In the natural world, yellow is the color of sunflowers and daffodils, egg yolks and lemons, canaries and bees. In our contemporary human-made world, yellow is the color of happy faces, post its, and signs that alert us to danger or caution. It's the color of happiness, and optimism, of enlightenment and creativity, sunshine and spring.

So when we see yellow in the new logo of First City Monument Bank Plc, then we know that the bank which had hitherto had black and gold stripes is up to something.

Purple symbolises the subconscious, creativity, dignity, royalty – and it evokes all of these meanings more so than any other color. Most young people view purple as a happy color. No

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baggage. Purple is the hardest color for the eye to discriminate and for this one easily sees why FCMB combined the two colours to announce their new presence.

According to Ladi Balogun, the Bank's Group Managing Director the logo has been modified to be slightly less formal and more contemporary, yet retaining a distinctly FCMB feel.

He added that the bank has set itself a long term vision to be the premier financial services group of African origin. He explained that at the hear t of the group is emerging a vibrant retail bank that seeks to rewrite the rules of the game.

“We have reached a tipping point in our evolution, and we feel we are now ready to wear a new look that is reflective of not only where we are, but also where we are going.

Today, our products provide practical solutions to the borrowing,saving, investment, and payment needs of our

customers. Ever y month, we welcome 50,000 new customers and we disburse 20,000 new loans, with over 2,000 monthly to women owned micro- enterprises. Every month over 70,000 customers are registering on our mobile banking solutions that offer reliable and convenient ways to bank. This not so quiet revolution is also becoming evident in our financial statements” he added.

The bank is growing steadily .Right now, 50% of FCMB's deposits are now retail deposits. 30% of its loans are retail loans, the vast majority of which are to individuals. The diversity of the bank's business is bringing greater resilience and strength. Steadily this strength is revealing itself in its financial performance.

“For us it is not just about numbers, but more importantly it is about quality. We have been investing in building a unique FCMB customer experience, defined by simple helpful reliable products and services, and professional and friendly bankers willing to go the

extra mile for you” said Balogun Every company writes its history. It is the same for FCMB. The management believe the future is intertwined with the collective future of their customers. They do not believe that they can succeed if their customers do not.

Balogun's words: “We are always ready to reinforce our position of being an inclusive lender. We will support sectors that will drive the prosperity of the markets in which we operate. We will bring greater accessibility to a broad range of financial services. By so doing, we

will build one of the most relevant financial service franchises of African origin, providing the best customer experience. We are optimistic about the future and determined, whatever the challenges, to make this happen” Imbued with the best of traditional values of professionalism and excellence, FCMB Foundation cruises on. The bank has complemented this with the sustainability and customer focus that a more inclusive bank demands. There is also a strong belief that a strong retail franchise strengthens the corporate and

investment banking aspects of the group, providing a more robust balance sheet and better distribution of customers' opportunities.

The new look, whilst unexpected to many in its vibrancy, is reassuringly familiar.

Bursting with ecstatic voice at the brand relaunch, Balogun said-“ This not so quiet revolution is about much more than a look. It is an honest reflection of where we are, and a signalling of where we are going, together. Welcome to the new look of opportunity”

UBA Bags Social Infrastructure Deal Award

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B A P a n A f r i c a n financial ser vices group, United Bank for Africa (UBA) Plc has w o n t h e A f r i c a n Investor (Ai) Social Infrastructure Deal of the Year award.

The award was announced at the Ai CEO Infrastructure and Sovereign Investment Summit in Cape Town, South Africa last week.

According to a statement by the bank, the Ai Infrastructure I nvestment Awards for mally

r e c o g n i z e s achievements across t h e m a i n infrastructure sectors in Africa, and reward the institutions and personalities driving transactions and improving the c o n t i n e n t ’s infrastructure investment climate.

It explained that UBA was given the award for its significant investment in social infrastructure across the continent in building the economic capacity of the communities where it operates.

Commenting on the awards, the Group Managing Director of the bank, Phillips Oduoza, explained that the award was a reflection of t h e b a n k ’s c o m m i t m e n t t o supporting the growth of critical sectors of the African economy with its financial expertise and strong balance sheet.

He maintained that infrastructural development is critical in driving and sustaining Africa’s growth momentum.

He added that the bank has built the needed expertise to package

and support the right infrastructure deals that would deliver value to the majority of Africans and support economic growth.

“We are happy that this award recognizes the significant efforts we have made in this direction” Also commenting on the awards, Ai’s Chief Executive Officer and Vice Chairman, Hubert Danso, said, “Showcasing Africa’s infrastructure investment success stories is critical to creating references and increasing the required finance and institutional infrastructure investment to develop and i m p l e m e n t t h e c o n t i n e n t ’s unparalleled infrastructure investment opportunities. Africa investor is therefore delighted to host these unique awards and congratulates the winners and all those that entered and participated in these important Ai Awards.”

The Social Infrastructure deal of the year award is third award UBA is winning in the last one month. The b a n k , i n M ay 2 0 1 5 wo n t h e Corporate Affairs Commission (CAC) Corporate Citizens Award in the ‘Extensive Compliance Category at the maiden edition of the awards ceremony organised by CAC in Abuja.

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Dana Motors unveil made in Nigeria all-new Kia Sorento a wider stance and longer wheelbase for even more versatile cabin space with available seating for up to seven. The Sorento is one highly stylized, modern utility vehicle with improved handling and dynamic power.

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ana Motors Ltd, representative of Kia Motors in Nigeria has unveiled the latest edition of the all-new Kia Sorento sport utility vehicle at the just concluded Lagos Motor show. The new Sorento was assembled at Dana assembly plant in Lagos with world-class features.

Presenting the all-new Sorento to the Motoring Press, the Chief Operating Officer, Dana Motor, Mr. Sandeep Malhotra stated that for over a decade, Kia brand has remained the leading Korean brand in Nigeria, offering best in class cutting-edge technology at affordable price.

He pointed out that the local production of Kia models demonstrates Dana Motors commitment to the Nigerian

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automobile industry. The Sorento comes in two engine variants, a 2.4 litre four-cylinder powerplant with outstanding performance and the top-of-the -range 3.3 litre V6 engine which offers 5000 pound towing capacity.

The all-new Sorento, which was first revealed at the Paris Motor Show late last year, has continued to reel in different awards globally for its outstanding and iconic automotive technology which include the prestigious iF product design award and reddot award 2015 honourable mention.

The Kia Sorento unites the classic poise of an SUV with a premium look and feel that is particularly tangible in the cabin. It offers the very highest design quality and excellent value for money. The all new KIA Sorento is redesigned with a sleeker, more sculpted exterior; the Sorento exudes sophistication with an edge. It has

With the available Dynamax™ AllWheel-Drive (AWD) system, the Sorento delivers a smooth, refined drive even on rough roads. It presents two engine trims to fully customize your experience. The 2015 Sorento guarantees comfort at its peak. It's a spacious cabin with clean, modern styling. It's driver-focused, featuring a 14-Way Power-Adjustable Driver's Seat.

From Nappa Leather seat trim to the quality soft-touch materials, the Sorento is premium comfort everywhere you go.

The seven seater third-generation Sorento SUV received the 'Top Safety Pick' award by achieving a 'Good' rating in every one of the IIHS's demanding tests, thanks to an even stronger bodyshell and a wide array of passive and active safety equipment. This is the latest accolade from a globallyrespected crash safety organization. The all-new Sorento has already been awarded the maximum five-star crash safety rating by Euro NCAP. The car's passenger compartment came in for particular praise for remaining stable in the event of a collision, and offering good protection for passengers of different physiques, no matter where they were seated in the car.

The new Kia Sorento is a stylish and practical SUV with exceptional versatility and practicality. The smoother, swept-back profile and deeply sculpted surfaces give the K i a S o re nto a l i t h e, e l e g a nt appearance. The spacious interior follows the horizontal lines of the overall design concept and delivers a luxurious look and feel with topquality materials throughout the cabin. The new Kia Sorento, which comes with seven seats, has a longer wheelbase and provides more passenger room than its predecessor. The luggage area is larger, and thanks to the sliding, 60:40-split seat row it is even more versatile, holding up to 1,732 litres.

The Kia Sorento has a powerful and efficient 270 ps engine with fourwheel drive fitted with Kia's new

Dynamax™ All-Wheel-Drive system with torque vectoring. High-tech specifications and a range of premium features including the rear camera and smart parking system that makes it easy to manoeuvre and park. Smart Key entry with Push Button Start makes it outstandingly easy to get in and drive the sporty Sorento.

Mood lamp, led combination rear lamp and illuminated Door Scuff adds to the interior luxury feel of the SUV. Other unique features that makes the Sorento stands out for other SUV in the country with its 6 speed automatic drive and a touch screen sound system with six premium surrounding speakers.

Aligning with Nigerian's densely populated urban centres that are characterized with traffic logjams;

the Sorento Eco Mode helps minimize the fuel consumption.

The structure of the new Sorento is significantly stronger, thanks in large part to the more widespread use of ultra-high tensile steel (UHTS). The previous-generation model was made up of 24.4 per cent UHTS, while the bodyshell of the new model consists of 52.7 per cent UHTS, aiding the integrity of the car's core structure in the event of an impact and also improving torsional rigidity by 14 per cent.

The new Sorento also features more than twice as much ultrastrong hot-stamped steel as the outgoing model, up from 4.1 per cent to 10.1 per cent in the new model, greatly strengthening the A- and B-pillars.

Access Bank Group Continues To Support UNICEF

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s part of its continued support of U N I C E F, Access Bank Group, along with 5th Chukker, The

Access Bank UK and Access Private Bank hosted the ‘Access Bank Polo Day’ at the Guards Polo Club, Windsor on Saturday June 13. This follows last month’s high-profile Access Bank/UNICEF Charity Shield Polo tournament, which is in its eighth year.

Held in Nigeria it is the biggest charity polo tournament in Africa.

Access Bank’s sponsorship provides a platform for supporting orphaned and vulnerable children in Nigeria, with the Bank and Fifth Chukker.

Since the UNICEF/ACCESS Bank initiative was started it has rebuilt two schools in Kaduna in Northern Nigeria and kept over 2750 students in continuous education simultaneously developing new school blocks, a computer literacy building all in a more secure and friendly school

environment. The communities surrounding the schools are being supported with bore-holes for w a t e r, s e w i n g a n d g r i n d i n g machines to secure employment and stimulate economic and social development.

The UK event was organised by The Access Bank UK Limited which has just published its Report and Financial Statements for the year ended December 31, 2014. These show impressive growth indicators including an increase in operating income of 37% from 10.9-million in 2013 to £15-million. The Bank’s profit before tax grew by an outstanding 138% to £5-million.

The latter reflects the growth in trade finance and also asset management activity by Access Pr i vate B a n k . As s e t s u n d e r management for 2014 were £34million, which is a year on year rise of 12.2%, while total Private Bank customer funds were £46-million, a rise of 16% on the previous year.

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Galaxy S6 Duos gains market attention with dual SIM capability GALAXY. With the Galaxy S6 Duos, users will always stay connected as they can switch from one service provider to another with ease as well as optimize data deals. The Galaxy S6 Duos is imbued with Samsung's renowned high-per formance camera system that generates bright and clear images.

he recent introduc tion of Samsung Galaxy S6 Duos to the smart phone ecosystem has gained m a r k e t attention as a result of dual t SIM cards capacity.

The S6 Duos comes with an impressive set of charging features that support the builtin Qi wireless charging capability, using a wireless charging pad with ease.

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With the super-fast charging feature, the device can run for four hours on just 10 minutes of charging, and charges to full capacity in about 80 minutes.

The home button also doubles as a fingerprint reader, meaning that users no longer need to swipe, to open the phone.

Carefully crafted from metal and glass, the Galaxy S6 Duos particularly shows unique and outstanding beauty while also providing great grip and an immersive viewing experience. www.marketingworldmag.com 20

Its glass body, made out of a fusion of Corning Gorilla 4 (which is 50 percent stronger, tougher and more durable than any other Gorilla Glass) protects against sharp contact damage.

Speaking at the unveiling of the smartphone recently, Head, Business Development, Te c h n o l o g y a n d M o b i l e , Samsung Electronics West Africa, Mr. Olumide Ojo, said that the device gives a new definition to double value with its dual-sim capability and consumers will find the functionality useful for mixing work and pleasure, rather than carrying separate phones for their official and personal contacts.

A successor to the Galaxy S5, the S6 Duos is the dual-sim variant of the S6 Edge, offering two nano sim card slots. It has similar features as the S6 Edge; it is only differentiated by its flat surface.

The smartphone is imbued with incredibly intelligent cameras and has set a new industry standard for design, craftsmanship and per formance, redefining the company's signature Galaxy series, popularly dubbed THE ALL NEW

The device's 16-megapixel rearfacing camera and the 5megapixel front-facing camera are equipped with F1.9 lenses and high resolution sensors that e n a b l e u s e r s c a p t u re e ve r y precious moment with friends, even in the dark.

The camera snaps in about 0.7 seconds, which is super-fast by current standards. Users can easily launch the camera app by double clicking the home button, while the volume keys can be used as a shutter button. Combining that speed with the quickness of launching the camera delivers an all-around great experience.

Olumide reiterated that the new Galaxy S6 Duos highlight the most refined phone experience ever, with the adoption of the latest technology that users should expect from Samsung's Galaxy series. “The company is committed to fulfilling its brand promise of inspiring the world and creating the future by bringing new and outstanding innovations to the reach of consumers. Our innovative technology has adequately captured customers' aspirations and desires in these latest offerings,” he explained.

World's Fastest-growing Media Owner Named By Facebook

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The rising sale o f smartphones and tablets has propelled Facebook to become the f a s t e s t growing media owner in the world, according to ZenithOptimedia.

Fa c e b o o k ' s m e d i a re ve n u e s increased 63 per cent over the past year as the social network embraced the rise of mobile to boost users' visits and its advertising offering.

Facebook, winner of Campaign's medium of the year in 2014, is now ranked the tenth largest media owner in terms of media revenue, defined by ZenithOptimedia as "all revenues deriving from businesses that support advertising – television broadcasting, newspaper publishing, internet search, social media…”

The next-fastest growing company is Baidu – China's equivalent of Google – which grew by 43 per cent over the year. Baidu's growth has been driven by the rapid development of China's ad market, as well as improvements in search technology, and it is now the

world's 14th-largest media owner, ahead of digital rivals Yahoo (18th) and Microsoft (21st).

However, Google's dominance as the world's largest media owner has increased, with the gap between it and its nearest competitor widening significantly over the past year.

Google is now 136 per cent bigger than the second-largest media owner (Disney), up from 115 per cent a year earlier. It is also bigger than the second-largest and thirdlargest (Comcast) combined.

The Top Thir ty Global Media Owners report has been published

by ZenithOptimedia since 2007. It includes not only advertising revenues but also other revenues generated by these businesses, such as circulation revenues for newspapers or magazines.

It is designed to provide a clear picture of the size and negotiating power of the biggest global media owners that adver tisers and agencies have to deal with.

The report covers the financial year 2013, which is the latest year for which we have consistent revenue figures from all of the publicly listed companies.

In a change from previous editions,

we have tightened the definition of media revenues to exclude simple redistribution of thirdparty content. This means that for pay-tv providers, we only include revenues from content in which they sell advertising – the part of their business that is relevant for marketing purposes.

Elsewhere, there are five purely digital media owners in our global top 30 – Google, Facebook, Baidu, Yahoo and Microsoft. Between them they generated $71 billion in media revenue, which represents 68 per cent of all global digital ad-spend, up from 67 per cent in our previous report.

Power in the digital advertising market is concentrated in the hands of a few large platforms, and is becoming even more concentrated.

Jonathan Barnard, head of forecasting at ZenithOptimedia, said: "The rapid growth of digital media and emerging ad markets has strengthened the position of media owners such as Google, Facebook, Baidu and Globo, at the expense of traditional media owners in developed markets.

"The top digital media owners currently maintain a strong grip on the digital ad market, but they face the constant threat of displacement by disruptive innovators.

“While some emerging-market media owners face challenges in expanding their businesses in the short term, we expect to see more media owners from emerging markets enter the top 30 over the next few years."

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Diamond Bank Launches Diamond Y’ello Debit Card

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iamond Bank Plc announced its plans to i s s u e MasterCard debit cards to millions of Diamond Y’ello a c c o u n t holders in a move that is expected to significantly expand financial inclusion and reduce cash-based transactions in Nigeria’s economy.

The scheme, according to a statement made available to the press at the 25th World Economic Forum on Africa in Cape Town, www.marketingworldmag.com 22

S outh Afr ica, is targeted at ensuring that interested Diamond Y’ello account holders are issued with debit cards that will give them unhindered access to the Bank’s services and their funds at automated teller machines across the country.

Shedding more light on the rationale for the scheme, Diamond Bank’s Chief Executive Officer, Uzoma Dozie, stated that the launch of the Diamond Y’ello debit card is timely and aligns with the cashless policy of the Central Bank of Nigeria (CBN). According to him, millions of Diamond Y’ello account

holders of the bank will have access to the Bank’s services while still enjoying the financial transaction freedom that are now available to the Bank’s numerous customers. ‘’With the introduction of this card, Diamond Bank has raised the bar for cashless banking in Nigeria’s financial services sub-sector. As you know, the card automatically grants account holders unlimited access to their funds and other financial transactions and also provide customers with additional interaction channels besides the agent locations. I think it is the

biggest thing that has happened in the industry after the launch of the Fingerprint authentication feature on our Mobile app.”

Speaking further, Mr. Dozie stated that a core component of Diamond Bank’s strategic focus is to ensure the enhancement of the freedom of the financial lifestyle of the unbanked and underbanked by providing convenient banking services and multiple payment channels via the web and the POS, pointing that the Diamond Y’ello debit card will act as a physical link to this unique t y p e o f “a c c o u n t y o u o p e n without documentations and other rigours associated with

traditional accounts”.

It would be recalled that in 2014, Diamond Bank launched the Diamond Y’ello account into the Nigerian market as part of its financial inclusion programme to reach the unbanked.

Diamond Y’ello account, which was introduced in partnership w i t h t h e m o b i l e telecommunications giant, MTN, is a fully mobile hybrid account that offers the over 55 million subscribers on MTN Nigeria network a fusion of financial services and telecoms incentives.

Benefits include easy access to Diamond Y’ello account holders’ community, full banking services with interest payments on account balances and access to loans via application from the subscriber’s mobile device on demand.

The Diamond Y’ello Account is activated by dialing *710# on any MTN line. According to the Bank, there are over 3 million Diamond Y’ello accounts owners who are serviced by over 500,000 agents in Nigeria.

Every MTN subscriber has access to a Diamond Y’ello account.

Airtel Unveils Tuface, Phyno, Patoranking, Akpororo, Ik Osakioduwa As Brand Ambassadors

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e a d i n g Telecommun ications s e r v i c e p rov i d e r, A i r t e l Nigeria, has n a m e d m u s i c legend, TuFace Idibia; Rap artiste Phyno; reggae dancehall singer, Patoranking; one of Nigeria’s fastest rising comedian, Akpororo and renowned On-Air-Personality, IK Osakioduwa as brand ambassadors.

The brand ambassadors were unveiled to the public at a starstudded event themed, ‘The Icon,” which held recently at MUSON Centre in Onikan, Lagos.

Speaking at the occasion, Managing Director and Chief Executive Officer of Airtel Nigeria, Mr. Segun Ogunsanya, stated that the new Airtel brand ambassadors; who are tagged Smart Icons are respected members of the society who have distinguished themselves in their respective fields and as a result, have now become forces in the

entertainment sector.

H e s a i d : “ We h ave c a re f u l l y selected ambassadors who embody the values, character and overall image inherent to the Airtel brand, therefore making them a perfect fit for further endearing Airtel to millions of Nigerians whilst strengthening the relationship we have with our customers.”

He added that the selection of the highly talented ambassadors was also meant to encourage the teeming youth population and inspire them towards realizing their dreams.

Ogunsanya also noted that the appointment of enterprising and talented Nigerians as brand ambassadors is in line with our commitment to delivering value and rewarding excellence.

He descr ibed the unveiling ceremony of the celebrities as further demonstration of the Telco’s commitment to support the arts, creativity and entertainment industry. “ The selection of this unique blend of brand ambassadors is a testimony of our commitment to promote entertainment, creativity and the arts in Nigeria”, he said.

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Google grabs Outdoor Planning Awards top prize in UK

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oogle outside 2.0" featured dynamic ads rolled out across 1,240 d i g i t a l

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outdoor sites in London and the south-east. Tailored content about local attractions and the weather was mixed with geo-targeted search results.

The work also won Best Use of

Digital in Outdoor at the awards, which are held in association with Brand Republic.

Talon, OMD and Grand Visual were highly commended in the same category for Hasbro "my Monopoly" along with Ambient and Bite.

Best Use of Innovation in Outdoor was awarded to "ESPN FC" by TPF, while "Three" by Kinetic and Mindshare landed Best Use of Outdoor in a Multi-Media Campaign.

Chris Pelekanou, The Commercial Director at Clear Channel UK, said: "The winners not only demonstrate creativity and innovation but have incorporated emerging technologies and data to produce campaigns that deliver powerful standout messages."

YouTube takes over KitKat wrappers.

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he Nestlé confectione ry brand, KitKat, is encouragin

g consumers to take a YouTube break in its biggest ever redesign.

The “YouTube break" will replace the KitKat branding on wrappers as part of the "celebrate the breakers break" campaign by J

Wa l t e r Thompson.

It is one of 72 different types of "breaks" to feature on more than 400 limited editions for the two a n d fo u r finger bars, as well as the Chunky bars. Others include "me time break" and "sporty break".

As part of the campaign, Google is also encouraging users to search for "KitKat YouTube my break" through the voice activation on their android phone to find trending videos.

The managing director of branding and consumer markets

at Google UK, David Black, said: "It's great to see KitKat consumers are huge fans of YouTube and, along with our one billion users, regard YouTube as a favourite source of entertainment.

"With half of YouTube views now on mobile devices, 'YouTube my break' is a fun way for more people to interact on the channel and enjoy the best videos available.”

The limited edition bars are available in shops now.

Dame Fiona Kendrick, the chief executive and chairman at Nestlé UK & Ireland, said: "As KitKat celebrates its 80th anniversary and YouTube turns 10 this year, it is really exciting to be taking the partnership to a new phase with our most iconic brand and slogan, 'Have a break, and have a KitKat'."

Huggies delivers 3D printed ultrasound to blind mum-to-be

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uggies, Nappy brand has created a 3D cast of an ultrasound scan for a blind mother, showing that the brand is "concerned about every moment between a mother and a son".

The emotional spot shows her describing how she imagines the baby would feel before surprising her with a cast of the child's face for her to feel.

The video has racked up more than 8m views since it was posted 30 April.

The brand, in Brazil, has created a video showing a 30 year old expectant mother "meeting" her baby for the first time via a 3D cast of her 20 week ultrasound scan.

The mother, Tatiana, went blind at the age of 17 and had therefore been unable to see the scan.

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We Are Particular About How We Are Perceived As A Leading Nigerian Brand Olaseni Ashiru Head Of Corporate Affairs Nigerdock Nigeria PLC

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espite the fact that you are on an Island, far from your usual places, O l a s e n i Ashiru, the H e a d o f Corporate Affairs at Nigerdock makes you feel at home on Snake Island, where, Nigerdock operates from. His calm mien coupled with the serenity of the environment could easily make one linger on the Island. A good host, he shares with MarketingWorld's team the history and especially the rejuvenation of the Nigerdock brand….. Excerpts

What are the challenges in your role as the Head of Corporate Affairs of such a large and complex organization like Nigerdock?

We are a bit different here at Nigerdock,; for us the primary role for the Corporate Affairs leader is helping to build the brand and ensuring proper perception management of the organization.

And for us, in our industry, I think one of the foremost things we are particular about is how we are perceived as a leading Nigerian brand.

I say that because with Nigerian Content Development and Monitoring Board (one the regulatory authorities that oversees our activities), local content is a very big thing for us. That's pretty much a major focus for my role; it's helping to projec t our N iger ian-ness, maintaining our license to operate in

our industry and using it as a competitive advantage in the industry for the benefit of Nigerdock, and especially to help us to project our brand. So what we've done recently is that group-wide we've been undergoing a brand remodification for the better part of the last 6-9months. That process is now coming to a close. As a member of the Jagal Group, we've had to follow what the parent brand was doing. Jagal has now finished its rebranding exercise as of February of this year, which now allows us to focus on developing ours.

One of the things that we' ve achieved is we have started work on a new website that is almost complete, we've got the prototype site in place, we are trying to finalise the content which has largely already been developed. So that's pretty much what we look at, it's how we project our Nigerian-ness, how do we project our appeal to the stakeholders who operate in our industry as a leading Nigerian company in our own oil and gas service sector.

What is your take on the new media, especially when it comes to doing this job?

I think the way we see it is that we incorporate all media into our communications strategy. And one of the things that we started looking at is how to develop pervasive communications plan, I mean this was something that we didn't do very well in the past, and the reason why we didn't do that very well in the past was because we were a very project-oriented company, and the

perception that we had was that as a Business to Business entity our customers knew who we were so we only needed to focus on providing a qualitative service to them. We were not trying to appeal to the mass market; but sometimes invariably when you want to influence your business customers, you still need to be speaking to the mass market, who have some sort of influence over your business customers and I think we have realized that. So one of the things that we started to do is focus on our rebranding effort, focus on identifying those messages that we want to get out to those customers.

We want to then focus on the platforms that help us reach that niche best. So you are still going to see us adopting all platforms when it comes to doing that. For example, if we are looking to appeal to potential employees (because we want to be seen as a preferred employer in N iger ia) we will be going on platforms like LinkedIn to get our message across; we are going to be advertising our jobs then we are going to be talking more about our company and all of our achievements. So you'll see us writing up articles on LinkedIn, you will see us engaging people on LinkedIn, you will see us in chats, in forums, in groups on LinkedIn. Same goes for platforms like YouTube.

There are some kinds of events that YouTube serves as a good platform to get that message out to people so they can actually have the visual for what it is it that you are doing and scale of the work that you are delivering in the country.

All too often, when we have people come to Snake Island, one of the things that they say is we didn't www.marketingworldmag.com

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realize that this sort of facility existed in Nigeria and these capabilities were available in Nigeria. So for us, that's the message we haven't previously gotten out there because of our project-oriented past and now we are going to have to put on a marketing hat and start projecting ourselves, and projecting ourselves better. So now we are engaging with a generation of people who originally would never have heard us.

You said you started your brand re-modi cation some months ago, so far so good, what is the perception of your customers now?

One of the things that was done for us by our branding agent was that they conducted surveys within the country, within our space and even outside the country. I think people were very comfortable with our brand and they thought it was a legacy brand. One major feedback that we got was that we probably need to be out there more and we need to boost our brand identity and I think that's the feedback that we've taken on which is one of the major inputs that goes into the process that we are currently undertaking.

Before now our website had a very old look and feel to it, but if you look at what we are working on now, it's young, its energetic, its appealing, its visually attractive, and its vibrant. We want to communicate the passion and the enthusiasm that we have for the business that we are running.

One of the things that my Managing Director has done is make the team

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achieving what we set out to originally achieve.

focus on our four business streams.

Our messaging will come from the four business streams.

Where do you look for inspiration for how to improve on your performance?

S o h av i n g c o nve r s a t i o n w i t h customers, stakeholders, people that are interested in what we are doing was a very straight forward process because we said to them look, we've got an Upstream service, we've got Marine service area, we've got a Support base service, which speaks to the logistics and the ancillar y ser vices that will be required by our maritime customers, and of course we have a Training service, so even though that we have training capabilities but what we have probably not done very well in the past was to let people know our ability to provide that service to a wider group, and that's something we're now geared to have to be projecting a lot better.

God, usually when people say that they are Christian, it's a nominal tag, like the response required from you on an official form that you fill when the census officials come or at the bank. My faith is Christian and I don't want to sound cliché but God has been a great source of inspiration.

There are certain times when you have a certain thing that you are dealing with and you can't find a solution and all you need do is just step away and in your quiet time as you meditate, God brings the solution. A flash of inspiration can come through there.

How would you describe yourself?

Could you say you are getting your strategies right when it comes to projecting the Nigerdock brand?

Someone used to call me an open book, so I think it's just a function of picking up the book and reading it.

My background is legal so I came in to this function by way of legal practice and over the years my career has evolved. I started doing regulator y affairs work, which evolved into government and regulatory relations that saw me doing more of lobbying as time went on. I guess as a lobbyist this is role is the logical evolution for me. I am very happily married, I have two children, I have a son and a daughter and also am privileged to serve in the church where I worship.

I think the quick way to answer that is yes, but the logical way to respond is to say strategy will always evolve.

I came in with a plan for the function and presented the plan to my boss and he was very happy and he had a lot of input. He was also able to state clearly that a particular area had more priority than the other, and then we fine-tuned the strategy.

After all these we were able to deliver a better and a more concise solution to the challenges that we have and I think right now we have ourselves on the right track towards

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Mobile Advertising Spend to Reach $105Bn Globally by 2019

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u n i p e r Research, a leading analyst house has revealed that annual global advertising spend on mobile devices is expected to reach $105 billion by 2019, up from an estimated $51 billion this year.

The research – Digital Advertising: Online, Mobile & Wearables 20152019 – suggests that this increase in advertising spend is in large part attributable to an attitude shift amongst brands and retailers who

now use mobile as a core channel for consumer engagement. It argues that the ability of smartphones to deliver targeted, personalised and timely advertising – allied to the mediastacking trends amongst consumers – means that mobile adver tising offers both high visibility and high response rates.

The research also obser ves a marked uplift in ad spend within the Far East & China region, fuelled by the dramatic adoption of mCommerce retail activity within China, and claims that the region is expected to account for 43% of global mobile advertising spend in

2019.

The research highlighted i n c re a s i n g c o n c e r n s a ro u n d consumer privacy, with advertisers keen to exploit 'Big Data' analytics to gain an insight into consumer online and offline behaviour, including purchasing patterns.

It observed that when the device user's information is shared for advertising purposes, without their prior consent, consumers may feel a violation of their rights has occurred. It therefore stressed the need for consumers to be 'opted-in' to any data sharing to avoid both potential litigation and adverse

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Henry Alade, Managing Director, Impact Direct

'Lack Of Funds Sties The Experential Marketing Business' Henry Alade, Managing Director, Impact Direct

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memorable times, challenges

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ss, the Managing Director at Impact Direct, Henry Alade, knows his onions. In this interview with MarketingWorld, the vibrant and witty www.marketingworldmag.com30

What is the cutting edge here at Impact Direct?

Impact Direct basically is a young and dynamic agency. We are gogetters. And we are always ready to go the whole hog to satisfy our clients and help them achieve their objectives. For any brief that comes on our table, we use our vibrancy,

ingenuity and creativity to make things happen for the client.

Beyond that, our cutting edge would be the fact that we are continually reinventing ourselves and we don't cut corners. We execute every brief as if it would be our last because we believe in the maxim that you are as good as your last result.

By October this year, Impact Direct would be six years old.

Could you tell me some of the memorable events you have handled?

Oh, quite a number. One of the memorable events that we handled was the Pepsi Music Challenge, which was a partnership with (the talent hunt reality television show) Nigerian I d o l. Pe p s i w a s o n e o f t h e sponsors for Nigeria Idol then, so they decided to just go around campuses and do their own Music Challenge. And it was a tight budget project but at the end of the day, we got what we needed.

The grand finale happened at the University of Lagos with Wizkid and Tiwa Savage doubling as panelists and headliners. Crowd control was a huge challenge because of the stars involved. The whole of UNILAG was filled. To get things done was a task but luckily for us, we started in good time and we ended in good time and therefore, we were able to control the crowd. Another memorable one is the Honda Motorcycle Dealers Conference, a PanNigerian affair, hosted in, of all places, Sango- Otta. The challenge then was that we had to bring everybody involved from all over the nation to Sango-Otta. It was tough; a huge logistical challenge but we pulled through.

At the end of the day, the conference held smoothly; the clients were happy, the dealers were happy and we were too. For us, it was a memorable one because it took everybody out on the field, stretched us to the limits to get all these things done and at the end of the day, we got even industry plaudits for it. We have also had memorable office activations for different brands notably, Mcvities. In this case, we hit offices during their lunch period to serve them samples of the biscuit. It was a successful activation too. We have been part

of the annual Rivers State Carnival, for the past three years.

In all, I can say that we have been blessed with clients who are always satisfied with our deliverables.

So, what are the challenges you face in the course of this job?

Basically, the challenge is not only for Impact Direct, but for everyone in the experiential marketing industry. It is financing.

We are in one very tight industry that for you to get a project, the question is can you finance it? If you say no, you are out of the business. When you say yes, you get the brief immediately; you then have to rush to your bank for funds. There are some projects that, at the end of the day, you can only get payment in 70days, some in 200days. Some, you won't even get any bank support, but use your personal funds. It has been a very pathetic experience. We are part of the Experiential Marketing Association of Nigerian (EXMAN), and the main thing on the frontburner right now is for our clients to agree to global standard practices, which stipulates that we either work on commission basis or we are on a retainer. But the major militating factor for our business is funds; it stifles our creativity. That is why we are telling the clients, to look at the creative agencies, the media buying arm especially, the way they deal with them is not the way they deal with us. If a creative agency is sending a CD to the client, there is a cost attached to it.

Majority of them are on retainer, we are not.

So, where do you see Impact Direct in the next ve years?

In the next five years, I see Impact Direct as a one-stop shop for all marketing communications businesses; you have the

experiential, you have the media, you have the digital and so on.

That's the vision. We have a plan for a k ind of village where everything will be done. It will be called Impact Village; where everything happens. We want to have an entire village, where staff quarters will be at every angle, I don't need to drive to my office, I will just trek from home and there would be a walk place that takes me from my office to the house, that is our vision and we are working towards it. Luckily, we have some staff that have been with us from inception, and we have some that joined us and have keyed into the vision.

However, we have created a communal working environment that is at once stimulating and strategic. This is because of the expediency of instilling discipline in the younger generation in this b u s i n e s s. Th e y w a n t a f a s t business, whereas experiential needs patience and a lot of strategising.

How would you describe yourself?

It's funny that many people don't know my full name. I started with Group Africa way back and in those days, for security reasons, we don't call our real names. So, Old School was my nickname and it has stuck. My name is Henry Ademola Alade. Henry is one guy that is unassuming but spontaneous; you can't predict what he is going to do the next minute. Even at the risk of sounding immodest, I dare say that I am very hard-working, I work hard and I play hard. I have a measurement for everything, when I'm supposed to call it off; I do, without making a song and a dance of it. I am also a God fearing family man but very extroverted.

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31

Toyota: The Evolving Magic On Wheels

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There is a car brand that many have come to love in Nigeria; that is Toyota. Toyota is almost s y n o ny m o u s to a car in Nigeria. For every ten cars on the road there is every possibility that 6 or 7 are of the Toyota brand.

In its early days in Nigeria, the Toyota brand had to strive for acceptance, particularly in the face of competition from N issan, Peugeot and other established brands. In the late 70's and mid 80's there was another wave of competition backed by strong G ove r n m e nt p at ro n a g e : t h e Federal Government had taken a stand to buy vehicles assembled locally. However, with positive development in the financial sector paving way for easier purchase terms, quality product line up, strong and superior marketing effort, propelled by excellent after sales services, the Toyota brand is currently the brand www.marketingworldmag.com32

of choice in today's Nigerian automobile market.

In recent years the brand may have had to battle with the Honda brand but its classic designs and ever available spare parts are strong points to make millions of Nigerians even love it the more.

DESIGNS Toyota (Nigeria) Limited, offers the Nigerian public high quality products tailor-made to suit the Nigerian climatic and road conditions. What indeed has set Toyota apart from competition is the excellent range of products in the brand's portfolio that have met the demand of the market in terms of customer satisfaction.

Some of the products offered are passenger vehicle models: including the Corolla, Avensis, Camry etc. while the commercial vehicle models include the Hilux pick up, Hiace, Coaster, Land cruiser etc.

Some of these models are modified to meet specific fleet's special requirements and challenges

without compromising set standards. A great deal of premium is placed on after sales service support as the company is not only sales oriented but market driven to ensure that we make our customers partners for life. One element of trust that Toyota (Nigeria) Limited has been able to build into the mindset of its customers is the availability of genuine spare parts. This has helped it bond with its customers, giving the brand a competitive edge over other automobile products in the market.

TOYOTA NAME, BRAND AND LOGO I n 1936, Toyota entered the passenger car market with its Model AA and held a competition to establish a new logo emphasizing speed for its new product line. After receiving 27,000 entries, one was selected that additionally resulted in a change of its moniker to "Toyota" from the family name "Toyoda". The new name was believed to sound better, and its eight-stroke count in the Japanese language was

associated with wealth and good fortune. The original logo n o l o n g e r i s fo u n d o n i t s ve h i c l e s, b u t re m a i n s t h e corporate emblem used in Japan.

Still, no guidelines existed for the use of the brand name, "TOYOTA", which was used throughout most of the world, which led to inconsistencies in its worldwide marketing campaigns.

To r e m e d y t h i s , To y o t a introduced a new worldwide logo in October 1989 to commemorate the 50th year of the company, and to dierentiate it from the newly released luxury Lexus brand.

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The logo made its debut on the 1989 Toyota Celsior and quickly gained worldwide recognition.

The three ovals in the new logo combine to form the letter "T", which stands for Toyota. The overlapping of the two perpendicular ovals inside the larger oval represent the mutually beneďŹ cial relationship and trust between the customer and the company, while the larger oval surrounding both of these inner ovals represents the "global expansion of Toyota's technology and unlimited potential for the future."

The new logo started appearing on all printed material, advertisements, dealer signage, and the vehicles themselves in 1990.

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WORLDWIDE PRESENCE Toyota has factories in most parts of the world, manufacturing or assembling vehicles for local markets.

Toyota has manufacturing or assembly plants in Japan, Australia, India, Sri Lank a, Canada, Indonesia, Poland, South Africa, Turkey, Colombia, the United Kingdom, the United States, France, Brazil, Portugal, and more recently, Argentina, Czech Republic, Mexico, Malaysia, Thailand, Pakistan, Egypt, China, Vietnam, Venezuela, the Philippines, and Russia.

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You Have To Manage Everyone's Multiple And Conicting Expectations When Handling An EventTori Abiola Managing Director Montgomery West Africa www.marketingworldmag.com

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anaging D i r e c t o r, Montgom e r y We s t Africa, Tori Abiola , speaks w i t h MarketingWorld on the company's commitment to bringing value and class to event planning in Nigeria. Excerpts: What makes Montgomery West Africa unique, what is your cutting edge?

I think what makes Montgomery unique is the heritage of the brand, in fact it was launched in 1895 , starting with the UK's first major building exhibitions, and it's been in Africa since 1968, and also been in Nigeria since 2009. So in terms of exhibitions and exhibitions experience, it a very old company and in terms of operating in Africa, it's got a long history of operating in Africa and I think that makes it quite unique.

Montgomer y also owns SubSaharan Africa's largest exhibition venue in Johannesburg Nasrec, Johannesburg Expo Centre.

The cutting edge ,will be legacy and the heritage of the brand, how long it's been around.

We are also k nown as the *gentleman* of the events industr y and work well with companies across the industry globally, working ethically and with fairness at all times in business transactions.

Running exhibitions and trade fairs is a real skill and enteprise. By this I mean, proper exhibitions, large scale; not a conference with a few stands, the 2000, 3000, 10000, square meters is quite a feat, and its requires financial investment as well as strategic insight, I think they have that.

Can you compare different market spaces you have worked

i n w h e n i t co m e s to eve nt management?

When I started my career, I started with FTSE 250 company Euromoney, managing training programs as an Event Manager, so I managed anything from 10 to 30 people attending banking and finance courses in the UK. The responsibility included managing and sourcing, Faculty, Course Materials, Venue, Presentation requirements. I was promoted twice in Euromoney, moving onto sales and finally Head of Development for Africa, where I customized and developed inhouse and public training programmes which were fit for purpose for the African market, working with key financial services institutions across the continent. I worked for Euromoney for about five years. That role was more focused on Faculty and market requirements, and technical in the sense I worked to develop the training programmes with the banks and our faculty. The focus was more around ensuring that my faculty, the trainers, the course materials, and the certification was done, so it was very much focused on delivering professional training and building that business proposition in Africa, that's where I started. And then I moved on to what they call one to one business meetings, where we organize high level meetings between budget holders and vendors. This kind of event management required real time communications, so we used walkie talkies, it required a high level of diplomacy because you are dealing with CEOs, CFOs, their time is precious, they are very important people, and you are moving them from one meeting, to another meeting. Imagine people that are not used to being told what to do, you are now managing their dairies for two days. That was different.

There was also a focus on ensuring commercially, we matched the

right buyer to the seller, and you would be qualifying for high value contract negotiations and opportunities, prior to the event.

And then I moved on to awards and conferences. Working independently as a consultant producing events for Central Banks and Government agencies to enable them to meet their strategic goals in Africa.There was the usual operation requirement around venue management, delegate management, registration, and sponsorship. I think I also have to say this that there is a difference between event management and conference production and exhibition production. For managing an event, there is an operational side, which is just making sure that things run, and then there is actually the concept and event concept and market creation. So creating commercial event assets, which aren't managed events that a client is giving you a budget and a brief to produce, you need to create clear value propositions and business model for generating revenue and maintain the event.

For example, you look at the economy/market place and you say, the market or community of professionals requires a platform to evolve their industry, share and showcase solutions or market their products. The market driven and professional community concepts are like industry conferences, exhibitions or awards. That kind of event is about creating a market place in one venue of what already exists in the real world. So it's basically realizing market drivers in an event setting. In terms of exhibitions and trade fairs, in Nigeria these are still very much at early stages, in comparison to events in Asia, Europe and North America – they are massive affairs.

In places like Germany, Berlin and Hannover it can take you up to a www.marketingworldmag.com

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full day or sometimes a week to walk across a trade fair. Here in Nigeria, it's still 2000sq meters, it's still very small. But I believe the market is here with our population and growth rates The key thing is ensuring you have national, regional or at times global buy in across all stakeholders in the buy and sell side for these exhibitions, so they offer value.

In events we are in service industry which is time and relationship sensitive, you need to ensure you are managing everybody's expectations and delivering on time and then trying to be diplomatic and positive in everything.

Pe r s o n a l l y, w h a t a r e t h e challenges you have as a professional event manager?

The challenges are managing multiple demands and expectations and sometimes they are conflicting. Your delegates' expectations might be totally conflicting to that of your commercial vendor/sponsor or exhibitor – but the latter provides the financial investment for the platform. Your vendor wants to sell to the delegate or visitor, the visitor does not want to be sold to but they want knowledge. But the two need to meet, and the two are paying you or investing in your event in terms of their time or in cash. Additionally, your marketing or media partner might want everybody's name and want to be emailing them, the people visiting might not want that. You might need to make a certain profit margin to remain sustainable or grow or deliver value requested by clients, but the market is telling you that there are pressure on them because of the real life economic or political events. So I guess the biggest challenge is managing multiple and conflicting expectations from all the key stakeholders that are involve in the www.marketingworldmag.com 36

event and delivering for everybody as best as you can, and meeting their expectations –while running a sustainable and profitable business which continuously delivers value .

What position do you place yourself right now and where do you think Montgomery will be in the next ve years?

I think in the next five years, Montgomery will be producing Nigeria's and Africa's biggest e x h i b i t i o n s i n t h e s e c u r i t y, packaging and building in the spaces where they are already operating in Africa. In the UK, they run the leading food and drink shows, they also run Sony World Photography Awards, which is a massive photography awards, there is also the Art Fair in London, I see them bringing those brands into this market and doing that successfully. There is scope for those global brands to be launched and managed successfully in Africa.

Co u l d y o u s h a r e t h e m o s t memorable event you have had to handle and what gave the success?

I think my most memorable event might be launching the Institute of Chartered Accountants Finance Excellence Awards in Dubai, which I was responsible for putting together that award working with senior executives in ICAEW in terms of the commercials and that is really my most memorable event because that event went from an idea which was driven by strategic goals to a successful awards ceremony in the space of under a year, where we put together all the key players in finance and accounting under one roof and also generated sponsorship. To me it was exciting because we aligned all the strategic objectives of the member organization of the Institute and you can imagine

138,000 members, over 100 years old, operating in a relatively new emerging market for them in Dubai. There are so many different elements and stakeholders that you have to manage, and we did manage them well, and the event made budget and everyone had a good time. So I think to me that was probably my most memorable event. I think it was successful because we achieved the events o b jec t i ve s i n a comp l i cated environment – and it was for the first time.

Is there a particular body that regulates the same business in Nigeria?

I think we need to set one up, I think the event managers, the ones that do the weddings, have a body but I don't know if there is a body for c o n fe r e n c e a n d e x h i b i t i o n s organizers and I think it needs to be done. I know that Montgomery is part of the global body but in Nigeria, I am not sure there is one and I think that is what I will be very interested in looking at in future.

Is Montgomery Nigeria office the Hub for Africa?

There isn't a hub for Africa, if there is a hub for Africa, it will be in London because the head office is in the UK. We operate in South Africa, East Africa in Kenya and Nigeria/Ghana, with local partners and agents across Africa and globally supporting and driving the event brands.

If you are given a ticket to plan an event in any country, where will it be and why?

I think it will be France, and it will be in Paris, just because it's such a beautiful city, and it has amazing landmarks. There are so many great venues, there is so much you can do and play with.

Describe yourself in three words Resilient, Ambitious and Visionary.

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NICHE CARVERS Launches Virtual Billboard Mobile Application

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s part of its efforts at fulfilling its mission of carving a unique niche for brands a n d organizations, NICHE CARVERS Ltd. A marketing communications firm in strategic partnership with iWorks Technologies has launched VoidLocator, a Mobile application designed to transform outdoor advertising in Nigeria, Africa and indeed the world.

According to the Managing Director NICHE CARVERS, Mr. Jimmy Babatunde, VoidLocator is an application that powers a closer relationship between brands and consumers. It is a GPS based application with a simplified users interface that keeps complexity in the

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background, which creates virtual (billboards) spots on a digital map embedded within the application, users who then pass through these virtual radius are alerted with pop up notifications, carrying picture, videos, audio, texts or all the listed formats. It is also compatible with all mobile phone devices.

B a b at u n d e s a i d t h e m o b i l e application comes with a reward system for the application users.

Such that the adverts viewed accrue monetar y incentives, points and/or loyalty rewards, and via an integrated shopping module within the app called the 'Cloud mall', purchases can be made on popular e-commerce sites using their rewards.

The Lead consultant for i-Works Technologies, Mr. Femi Akande, assured users of the stability of the

app, emphasizing that coordinates are synced real time within the virtual map using the unique VOID Intuition Robot Aplication (VIRA). VIRA ensures a simplified user interface, while delivering a service in a secure and stable environment. He also mentioned the application is available for download on the Apple store, Play store and Blackberry apps store fronts.

Jimmy Babatunde also added that VOID is set to transform advertising in Nigeria because it offers a precision system that ensures the advertisers get what is paid for, as it functions on a pay as you go system. It simultaneously nurtures brand involvement, engagement and loyalty for VOID users and everyone they interact with.