Financial Mail AdFocus 2017

FOREWORD

Cecil Lyons

Koo Govender

Karabo Denalane

Sharon Piehl

Pete Case

Ruth Kolevsohn

Phumi Mashigo

Of argument, marriage, schoolteachers, desertion, karma and loss We’re suckers for punishment at AdFocus. It’s not enough that we work for most of the year to put our awards together and produce this book. But we also give ourselves extra work

M

ost of you know the old rule: if you want a new AdFocus award, ditch an old one. Down the years, a number have quietly disappeared after it became clear they no longer had relevance. Unlike some events, we don’t believe that adding more categories every year makes you more important.

Sometimes trying to be all things to all people results in being irrelevant to everyone.

But sometimes we have to add. A couple of years ago we turned our single advertising agency award into three, by creating categories for small, medium and large. That was in response to agencies arguing that you can’t judge a tiny, young agency against a multinational behemoth.

We’ve had a similar issue this year. Media agencies, which have their own AdFocus jury, have been arguing for years that a small, independent shop has little in common with a global network subsidiary. So we now have two awards, one for independents and another for network agencies.

That should have been it but then the AdFocus jury had a brainwave at our first meeting in April. We had decided already that the editorial theme for this year’s AdFocus would be the industry’s painfully slow pace of transformation and the need to meet new empowerment targets. It’s not an issue that

Thakhani Muligwe

Luisa Mazinter

will go away so a bright spark asked: why not create an award to celebrate those agencies that have already gone above and beyond the call of duty? Unanimous, noisy jury support meant that that’s what we’ve done. The breadth and depth of empowerment work that agencies have accomplished, most of it under the radar, has, frankly, astonished us.

Then there’s our African award. It used to measure the scale and scope of networks but now we are asking entries to demonstrate the effectiveness of activities to the north. It may be in one country or in many. It’s no longer about spread but about impact.

None of this would have been possible without the brilliant jury. They are listed individually on page 4. Quiet or voluble, they all had an opinion — on everything. Under the guidance of chairman Craig Page-Lee, who should have been a schoolteacher (he even gave them homework and checked they had done it before they arrived at meetings), they were thorough, opinionated, argumentative . . . everything jurors should be.

Once again, our partner Deloitte umpired the judging process. Thakhani Muligwe and Nola (who left us temporarily as De Klerk and came back, married, as Lourens) made sure of that. Writing of abandonment, our regular awards co-ordinator, Danette Breitenbach, left us for a while to fulfil a lifelong ambition of seeing Valentino Rossi compete in motorcycle

Gau Narayanan

Dale Tomlinson

Chris Botha

grands prix in Europe. She experienced instant karma for her desertion when Rossi broke a leg in practice and couldn’t race. Danette’s stand-in, Melissa Dolphin-Rowland, was brilliant — unflappable under pressure — and helped by Danette’s continued availability half a world away and the patience of a Financial Mail IT team for whom no request was too much trouble.

One never wants to end on a sad note but this time it’s unavoidable. In April 2017 we all lost Tony Koenderman, who founded AdFocus nearly 30 years ago. To describe him simply as this publication’s founder would be a disservice. Tony “invented” serious reporting of the brand communications industry in SA and wrote about it for more than 35 years. He was passionate but also unafraid to ask difficult questions and highlight failings.

After leaving AdFocus, he set up a rival publication, AdReview, which he edited until stopped by illness. It was a measure of the person that, even as a competitor, he always remained a friend to both of us. We were as thrilled as anyone when, in 2015, our jury awarded Tony the AdFocus Lifetime Achievement Award. The same year, he was inducted into the Loeries Hall of Fame. Not bad for a journo.

David Furlonger and Jeremy Maggs Editors

Andrew Mackenzie

Craig Page-Lee AdFocus 2017 - 3

CONTENTS Foreword ............................................................................ 3

COVER STORY Running scared ................................................................ 6 Keeping their powder dry ............................................. 10 Time for women to grab the sky ................................. 10 Giving MAC the knife .................................................... 11

ADFOCUS AWARDS

The time for excuses is almost over .............. 4

Time for women to grab the sky .................. 10

Large advertising agency of the year and AdFocus agency of the year ........................................ 14 Medium advertising agency of the year .................... 16 Small advertising agency of the year .......................... 17 Network media agency of the year ............................. 18 Independent media agency of the year ..................... 19 Digital agency of the year............................................. 20 Public relations agency of the year............................. 21 Specialist agency of the year ....................................... 22 Industry leader of the year ............................................ 23 Partnership of the year .................................................. 24 New broom...................................................................... 25 Student of the year ........................................................ 26 African impact award..................................................... 28 Transformation award .................................................... 29 Lifetime achievement award ........................................ 30

How a sad man made a happy team ............ 38

COMMENTARY & INSIGHT The advertising year ......................................................

Public relations ...............................................................

Media trends ...................................................................

Awards shows ................................................................

The media landscape ....................................................

32 35 36 38 45

Case Study........................................................ 124

OMD MEDIA FACTS..................................................... 47 MEDIA OWNERS ........................................................... 73 CORPORATE PROFILES ............................................. 77 BRAND PROFILES ...................................................... 118 CASE STUDIES ............................................................ 124 THAT’S IT FOLKS ....................................................... 130

Taking brand communications to new heights ................................................................. 30

Financial Mail editor: Rob Rose AdFocus editors: David Furlonger, Jeremy Maggs

Humpty Trumpty has the right idea ........... 131

Contributors: Lynette Dicey, Samantha du Chenne, David Furlonger, Jeremy Maggs, Daniel Munslow, Craig Page-Lee, Kim Penstone, , Sir Martin Bovril

Project co-ordinator: Debbie Bassa IT: Jaco Coetzee Layout: John Tsatsi, Colleen Wilson, Tiro Moeti, Vuyo Singiswa Sales manager: Kay Naidoo Sales: Cortney Hoyland, Debbie Montanari, Nigel Twidale Photographers: Jeremy Glyn, Freddie Mavunda, Hetty Zantman, iStock Sub-editing: Danni Marais Proof-reading: Dave Landau

4 - AdFocus 2017

Cover: Switch Branding & Design AdFocus Awards project managers: Danette Breitenbach, Melissa Dolphin-Rowland AdFocus jury: Craig Page-Lee (chairman), MD, d-cifr; Chris Botha, group MD, The MediaShop; Pete Case, chief creative officer, Ogilvy & Mather SA; Karabo Denalane, CEO, TBWA\Hunt Lascaris; Koo Govender, CEO, Dentsu Aegis Network SA; Ruth Kolevsohn, chief operating officer,

Burson-Marsteller Africa; Cecil Lyons, head of marketing, eNCA; Andrew MacKenzie, MD, Boomtown; Phumi Mashigo, MD, Ignitive; Luisa Mazinter, chief innovation officer, Mortimer Harvey; Gau Narayanan, MD, Net#work BBDO; Sharon Piehl, MD, FleishmanHillard; Dale Tomlinson, CEO, The Hardy Boys.

copywriter, FCB Johannesburg; Nic Kostouros, creative director, Promise; Veli Ngubane, chief creative officer, Avatar; Claudi Potter, creative director, Joe Public; Martin Schlumpf, creative director, Joe Public; Neo Segola, creative director, FCB Johannesburg; Andrew Shaw, creative director, Native VML.

Media awards panel: Craig Page-Lee; Eben Gewers, deputy GM sales & marketing, Tiso Blackstar; Koo Govender; Andile Kona, MD, Media Mix 360; Nikki Lewin, MD, Alphabet Soup; Cecil Lyons; Kgaugelo Maphai, MD, The MediaShop Sandton; Tanya Schreuder, MD, Vizeum SA; Rob Smuts, MD, RMS Media.

Deloitte auditors: Thakhani Muligwe, Nola Lourens

Student award panel: Craig Page-Lee; Jessica Everson, senior

Printing: Hirt & Carter

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Tel: +27 11 884 9282 rob@rmsmedia.co.za angie@rmsmedia.co.za rmsmedia.co.za AdFocus 2017 - 5

COVER STORY

RUNNING SCARED The time for excuses is almost over Many in the brand communications sector have spent years trying to sidestep requirements to increase black participation in their business.

With the finish line in sight, they can’t hold out much longer

P

ick a number. Any number. If you’re a brand communications agency executive, odds are that your answer will be 45.

By early 2018, the revised marketing, advertising and communication sector BEE code, or MAC for short, will require agencies to increase black ownership to a minimum 45%, from the current 25%. Of the 45%, at least 30% must be held by women.

For many agencies, it’s been (and still is) a race against time to hit the target. It shouldn’t be. The industry has had years to prepare itself. But through lack of urgency and the creation of self-serving excuses, it has placed obstacles in the way of progress.

Now the time for procrastination is over.

From 2018, failure to meet targets will place agencies at a severe disadvantage when trying to win new business. Creativity and innovation are no longer the dominant forces. These days, accounts are won and lost in the procurement departments of big brands and if your black economic empowerment numbers don’t stack up, you won’t get the account. It’s that simple.

According to an agency owner: “It’s not as though we haven’t had time to prepare. Those who don’t get it right have only themselves to blame. For an industry that prides itself on late nights, hard work and meeting tight deadlines, many of us haven’t covered ourselves in glory.”

The thinking behind the revised targets makes sense. Government believes the marketing, advertising and communications industry — though comparatively small in headcount — has the power to influence large numbers of South Africans. The MAC seeks to not only create a framework for BEE accountability but also regulate responsible marketing, advertising and communication.

Ownership is just the start. Agencies will also have to show transformation at every level of the business, from the boardroom downwards. Even skills development will accumulate more BEE points than previously.

As the race intensifies, it’s useful to ask why the pace of transformation has been so slow.

6 - AdFocus 2017

Until a few years ago, black faces were a rarity in agency strategy sessions or creative studios.

Inevitably, the resulting work, coming from a predominantly white background, was criticised for being Eurocentric.

Though the situation has improved, even today social media occasionally erupts with another scandal in which a brand (or its agency) has ignored cultural nuance. The old industry joke that black people are only ever shown dancing to a product theme, is still a reality in some instances.

As head of the Association for Communication & Advertising (ACA) for a decade, Odette van der Haar has been at the forefront of driving transformation in the industry. “Transformation has never really been embraced in SA,” she says. When empowerment regulations were first introduced, companies across all industry sectors looked for ways to avoid action. Even when BEE deals were put in place, they were done for the benefit of existing owners, who were often quick to ditch black partners when benefits weren’t immediate.

Van der Haar says the brand communications industry now has no choice but to comply. “The MAC charter targets are more stringent than the generic BBBEE codes and companies in the sector are putting in strategies to comply in order to remain competitive and be considered for new business,” she says.

So should clients be placing pressure on agencies to change? Van der Haar notes: “Clients are already putting more pressure on agencies to transform because budgets spent with agencies usually constitute a substantial amount of procurement spend, which affects clients’ own BBBEE ratings. What is not happening, however, is clients putting the same pressure on associate sectors such as media and production as they are on agencies.

The entire value chain needs to transform, not just agencies, and clients have the power to expedite this.

“Furthermore, clients have the power to

support smaller, 100% black-owned and homegrown agencies which will further enable transformation in a sector that has long been dominated by large internationally owned companies.”

FCB Johannesburg MD Thabang Skwambane, whose agency’s clients include Absa and Coca-Cola, believes brands need to better understand the perceptual impact of transformation.

“The marketing, advertising and communications industry represents the cultural and social ecosystem of the country.

COVER STORY

“If we are not representative or able to understand that ecosystem, we create work that is disconnected from people and doesn’t remind them which brands they prefer to associate with and consume. That’s bad for the client’s business and for ours. We have a serious job to do to reframe our historic narrative and develop new stories to build the country and ensure inclusion, equality and social cohesion,” says Skwambane.

Clients, however, can’t expect agencies to transform if they themselves aren’t doing so.

Many marketers are out of touch with what

happens beyond their immediate sphere of influence. In order to instruct agencies on transformation, says Skwambane, clients should be doing so even faster.

Mathew Weiss, who heads Brand Union — a small design and strategy agency in SA — says clients are slowly beginning to grasp the importance of accelerated transformation.

“Clients are definitely putting pressure on agencies to transform, and rightly so. The domino effect is the most effective element of the provision, as transformation has now become a critical business decision, rather than something businesses ought to do for the common good,” he says.

“Because the weighting for MAC BBBEE verification has moved towards ownership, management control, enterprise and supplier development, clients are looking for blackand black-female owned and controlled agencies to get more points. They will have to integrate these agencies into their enterprise and supplier development programmes, which is a real benefit for any agency included.”

Transformation, of course, includes many elements. Raise the issue in any agency roundtable and it won’t take long for the word “skills” to be raised. An excuse cited by many agencies for the slow pace of transformation is a supposed lack of black skills. They argue that advertising is not attractive to young black millennials.

Simphiwe Masiza, who runs EmpowaWorx, a small outdoor and events agency, disputes this. He says it’s all about opportunity — or, rather, the lack of it. “Look at the outdoor advertising industry,” he says.

“You can’t say there is lack of interest or skills until you try to find them. They are there in abundance.”

He says there is only one woman-owned billboard company in SA but he knows of “many aspirants” who want to step up from providing services to existing players, to owning their own companies. But it’s hard to break into the existing, closely knit network.

Van der Haar says it can be argued that some companies have not transformed because they do not want to. The first MAC charter was established 17 years ago “and that is more than enough time to have put in place a transformation strategy and to have met the targets of the generic codes”.

AdFocus 2017 - 7

COVER STORY

Safaraaz Sindhi

Skwambane doesn’t buy the argument about lack of skills. He says: “What is lacking is entry points to the industry because of the type of training required to operate at a high level.

There’s a lack of desire to truly understand the challenges that those young kids who make it through the qualification phase must overcome. There is also a lack of investment by several clients in talent that needs time and opportunity to be developed in the agency system.”

Weiss disagrees, saying there is a lack of suitably skilled and qualified black talent, particularly within creative disciplines. He says there is no quick fix. “This is the most challenging element of the codes, as making rash and inappropriate hires to meet BBBEE targets could undermine the ability to deliver,” he says.

“Clients understand this predicament and while there is pressure to transform, they also want the best people working on their accounts, whatever race they might be.”

It’s the depth of talent that’s lacking, he says.

“Of course there is great black talent but it is in great demand and often comes at a premium, like any scarce commodity. Every effort must be made to address this shortfall. We need to sell our industry as a first choice to over-achieving graduates. There are a lot of black innovators and creatives with untapped potential who could come into the industry, but currently it may not offer the most attractive opportunities compared with some other professions.”

What about the subjects of this discussion?

Safaraaz Sindhi, creative group head at Ogilvy Cape Town, comes from Azaadville, west of Johannesburg. He says the argument is not 8 - AdFocus 2017

Odette van der Haar

about skills but about bridging the culture divide.

“When I walked into my first ad agency in 2010, in a predominantly white male industry, it wasn’t the colour of the skin of the people I worked with that intimidated me. It was their knowledge of popular culture. I wasn’t equipped to write witty ads referring to cult films that everyone else’s award-winning ads did. But I soon figured out that to tell stories in ads, I didn’t need to know everything they knew, I just needed to know everything they didn’t.

“My different view of the world allowed me to bring fresher insights into my work, it allowed me to solve problems differently and be more relevant. Most importantly, I was able to speak to the markets I advertised to, in a language they could understand, because in most cases, I was the market.”

Sindhi believes SA advertising needs more diversity in its approach.

“We live in a diverse country and are a cultural melting pot. Yet all our advertising looks, sounds and feels the same,” he says.

“Why is this happening? We have so many of our own stories to tell, so much of our own cultural richness to expose but instead we create work which so resembles advertising from other continents that international award shows judges can’t tell us apart. We need to create an identity that represents our diversity.

If for no other reason, that’s why we need to pursue transformation.”

That’s why he says transformation isn’t just about bringing black or female talent into agencies; it’s about teaching them how to harness their knowledge and their personal experiences into great advertising.

Simphiwe Masiza

As the MAC transformation clock ticks towards deadline, the key question is whether the new provisions will really change the industry’s composition and output.

According to Van der Haar: “Transformation will help create a more diverse sector that is truly representative of the SA population. Who better than South Africans to create campaigns that sell products to South Africans?

Transformation will also create more opportunities for employment and entrepreneurship in the SA ad industry and the value chain of which it is part.

“Agency ownership will be more diverse and more SA members of the profession will have access to wealth creation, equity and leadership opportunities. I do not believe output will be compromised because employees of agencies could have the chance to co-own the companies they work for. This will result in better talent retention and the targets for skills development will enable a more qualified, trained and skilled labour force in the sector which can only result in better output.”

Skwambane is more cautious. Will transformation rules really lead to transformation?

“Possibly not, because in the absence of numerical representation, target figures become even harder to achieve. As a result, those agencies that have not embarked on the genuine journey of transformation and who just see it as a compliance scorecard will face a very long and hard journey to meet the requirements,” he says.

“The reality is that 100% black-owned, black-run agencies are being systematically excluded from the mainstream economy and

COVER STORY

Thabang Skwambane

Mathew Weiss

the provisions in the BBBEE Act will not change this fact. Until we, as an industry and as a country, change our understanding of the contribution of black professionals, this issue will remain a systemic problem and one that prevents genuine transformation from taking place.”

Weiss thinks the codes will allow small, black-owned agencies to expand and become bigger players over the next five years.

“Established agencies will partner with, and invest in, these agencies,” he says.

“Entirely new agencies are already being created specifically for one large account that combines the resources of traditional agencies with an ownership structure that scores well against MAC BBBEE codes.”

Greg Garden, head of the Marketing Association of SA (MASA), says there’s no denying that transformation in the advertising sector has been too slow. He says that by setting new compliance targets, the new MAC will force agencies to focus on unlocking root causes of past transformation failures and create a mindset that recognises the importance of investing in the future of the advertising industry.

He says: “In our view, the MAC code in its current form is significantly easier for companies to comply with than the general amended BBBEE codes. We believe the provisions of the code will positively change the industry, both in terms of agency composition and the quality and relevance of creative output.

“Clients should and, we expect, will, put more pressure on agencies to change, but the success stories of such pressure will be the outcomes of collaboration, the sharing of experience and learning, and partnership in addressing both skills upliftment and the talent pipeline into the sector.”

Garden says MASA will continue to help marketers to free opportunity and potential.

It’s a case, he says, of transform or die.

Van der Haar says: “Times are tough and in the current economy, agencies are taking a beating. The first thing companies cut during tough economic times is the marketing budget and, as a result, agencies’ earning potential and/or margins are reduced. If these are reduced, there is less investment available for skills development and social responsibility, which will affect the rate of transformation in the sector.

“Furthermore, the sector will become less desirable for investors and talent. I am optimistic because many agencies’ plans to transform are being implemented aggressively to meet the 2018 deadlines but I am gravely concerned about the economic impact on transformation.”

Weiss says the amount of change required is “immense”. Between 2002 and 2014, the percentage of black employees in the industry grew by 10.5%, black executive numbers grew 5% and black females 7%.

“There is still a long way to go,” he says.

But the MAC will result in many new agencies being created, which is good for the industry. And talented BEE candidates have great opportunities ahead of them.”

Jeremy Maggs AdFocus 2017 - 9

COVER STORY

TIME FOR WOMEN TO GRAB THE SKY Keeping their powder dry The CEO of SA’s newest 100% black-owned advertising agency, Black Powder, says new thinking, in which entrepreneurship and flexibility are the key drivers, is emerging in the brand communications industry.

Black Powder is led by shareholders Gugu Madlala and Sizwe Kumalo, both formerly of The Jupiter Drawing Room (Johannesburg) agency.

Madlala says fully transformed agencies must move away from traditional structures relying on large teams and ungainly processes. Also critical is deeper understanding of black consumers.

“The black consumer has never been more important and agencies with an ability to deliver impactful work to that consumer will win the next decade,” he says. He adds that brands must adopt a “buy-into-black” philosophy. “This is the era of the native. Indigenisation is gaining momentum on multiple fronts and legislation is the least of your worries,” he says. “The custodians of big client capital are continuing to become black folk and shedding the shyness traditionally associated with their feelings toward transformation. These clients are unapologetically wanting to be engaged and serviced by black leadership and talent.”

Madlala says fully transformed agencies also need to develop a philosophy of “authentic collaboration”.

By working together as complementary teams of diverse disciplines and backgrounds, agencies can achieve solutions for clients “that bring worlds together and deliver deeper efficiencies and relevance”.

Jeremy Maggs

The forgotten stepsister in the transformation debate seems to be gender advancement and opportunity. Many in the industry still cling to the 1950s Mad Men notion that ad agencies should be staffed and managed by hard-drinking men and that women should occupy auxiliary positions — another way of describing personal assistants and receptionists.

Women have made huge strides within the industry. Besides public relations, which has often been considered a female “preserve”, women have — and do — run many of the country’s leading advertising and branding agencies.

But are they enough? Suhana Gordhan, chair of the Loerie Awards, doesn’t think so. “There are too few women in the industry,” she says bluntly. “There are not enough of us in leadership roles. It’s the subtle prejudice our industry faces and I’m surprised we’re still having the conversation about this glass ceiling.

“It exists because it is upheld by people who don’t believe in progress, who don’t see the value women can bring to the creative economy and, quite simply, don’t see what the future needs to look like. I’ve never liked the term ‘glass ceiling’. Glass is fragile. If it were glass, we should punch through it and grab hold of the sky.”

Gordhan says excluding women has negative implications for brands. “We’re here to represent the consumer. If we’re sitting at a boardroom table that is white and male, we don’t have a connection to

Suhana Gordhan, chair of the Loerie Awards

the real world, we don’t understand each other, and we succumb to the danger of “the single story”, or stereotype.

“The problem with stereotypes is not that they are untrue, but that they are incomplete. If we have only one story, we have only one perspective and one angle on every problem. We will never get to the great creative work that talks to who we are as South Africans.”

Gordhan hopes to see “a crisp consciousness in our everyday efforts”.

She says: “The simple measures involve physical and mental shifts. It means we have to make more space for women. We have to pull up chairs next to us for young women to learn, grow and be inspired.

We have to ensure the female voice is in the room and not drowned out. It’s not about granting permission for women to lead but rather seeing it as a necessity.”

Jeremy Maggs

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COVER STORY

RESEARCH Giving MAC the knife New empowerment codes will come into effect in a little over four months. Judging by the lack of urgency at some agencies, you’d think it was four years

I

n the 1990s, a series of TV ads for Lunch Bar chocolate showed a slightly built black character called Makatini outmuscling a Scottish giant to win various Highland Games events, like tossing the caber. They usually ended with the beaten Scot demanding: “What kind of Mac are you?”

The same question might be applied to SA’s latest MAC – the marketing, advertising & communications code, due to come into effect in early 2018. Based on research among brand communications agencies and marketers, it appears to be as foreign to them as the Lunch Bar Mac was to Highland giants.

Results suggest considerable ignorance of the code by marketers but, more worryingly, lack of urgency by agencies. More than half of agencies polled doubt they will achieve the targets by the April 1 deadline: 28% think it will be difficult and 23% impossible.

By the end of August, only 6% of respondent agencies said they had reached the required empowerment targets. Another 20% said plans were in place and being implemented; 17% that plans were in place but not implemented; 9% that options were still under discussion; and 20% that they hadn’t even started the process. The remainder weren’t sure of their status.

That’s depressing news for those who hope the new MAC will create an industry that reflects SA’s demographics and makes full use of its skills. Instead, it looks like many in the industry still have to be dragged into the future.

Why the reluctance? Reasons given by agencies relate to both black ownership and black staff. They include lack of black talent; the cost of employing it in an industry where poaching of skills is rife – not just by other agencies but also by better-resourced clients; unnecessary bureaucracy and costs at a time of economic stress when many agencies are struggling to stay afloat; and a shortage of black partners who will add business value,

not just ownership gloss. A full 59% said it was difficult finding suitable black shareholders.

On the surface, some of these arguments have a veneer of merit. According to one respondent: “The industry is a veritable merry-go-round of talent, where the same pool of senior black talent moves from agency to agency, agency to client and client to agency. We are not seeing stable growth of middle-category talent to feed into the current agency population.”

Another view: “There hasn’t been enough focus on ensuring that black people are retained in the industry. Other industries with marketing departments have cherry-picked the best of our talent and offered them career progression, decision-making ability, support, training and better remuneration.”

The trouble is that these are the same arguments the industry has been rolling out for the past 20 years. Had it addressed them earlier, say supporters of the codes, most of the obstacles would have been worked out of the system by now.

As another respondent shrewdly observed: “The talent is there. The more pertinent question is whether we have the intent and will to train, educate, grow and develop that talent.”

Zibusiso Mkhwanazi, CEO of Avatar Investment Holdings, doesn’t think so. “Some objections are valid but why? Why is there poaching between agencies? Because people have not gone out and created the necessary workforce. There is more than enough black talent to do away with the need for poaching but you have to go to the townships to find it.

There is a lack of will.”

In any case, it’s too late to complain.

“Government has made up its mind and it’s not going to change it,” says Mkhwanazi, whose group this year signed a deal with globally linked local agency M&C Saatchi Abel, through which both bought shareholdings in the other. “The codes are AdFocus 2017 - 11

COVER STORY

going to happen and people must get used to the fact.”

Perhaps if more marketers – agency clients – had demanded progress, the industry might not be lagging. Our research, conducted by publishing group Tiso Blackstar, suggests that, even now, few marketers are talking to their agencies about empowerment compliance.

Only 10% say the codes will have a dramatic influence on the relationship between them and their agencies, and 20% that it will affect the account pitch process, through which agencies are selected.

Only 1% of respondent marketers say they have studied the new codes in detail, 5% that they are familiar with the basics, 22% are aware but have not familiarised themselves, and 56% know nothing of them. Asked if they would talk to their agencies about compliance with the codes, 53% said no.

Fortunately, says Mkhwanazi, marketers today have limited influence in agency selection. “These days it’s procurement departments. They know the rules and what their company has to do. Transformation is a business imperative for everyone. They understand that.”

Johanna McDowell, CEO of Independent Agency Search & Selection (IAS), a company that matches agencies and clients, says that nearly three years ago, she was asked by a major multinational company to find SA agencies to provide packaging, printing and research services. The proviso was that they had to be black-owned and empowered so the multinational could improve its own black economic empowerment (BEE) rating.

Unable to find any agencies that fitted the bill, IAS persuaded the client to fund a business incubation process through which black-owned agencies would be trained to provide the required services.

The next step was to create a comprehensive list of black-owned agencies.

This list has grown to about 100 but there are some glaring omissions. “While there are a lot of black-owned activation agencies, there are very few pure digital agencies,” says McDowell.

“And there are perhaps two or three black-owned media agencies.”

As clients – at least the responsible ones – have recognised the need to engage transformation-compliant agencies, other “matchmaker” companies in the same space as IAS have also found it prudent to compile lists of black agencies.

But this is no guarantee of work for those 12 - AdFocus 2017

Johanna McDowell

agencies. McDowell says: “Several we have spoken to over the years say they are often not given a chance to prove themselves or they are only given a very small part of the budget to work with or a risk-free brand to work on.”

In other words marketers, despite supposedly supporting the idea of BEE, won’t take risks with their brand and budget. As a result, it is difficult for black-owned agencies to become mainstream.

Mkhwanazi sympathises with both sides.

“Clients have a responsibility towards their brands and stakeholders so you can understand them taking the safe option when assessing pitches and appointing agencies. But transformation is not about being comfortable.

We have endured generations of inequality in SA so if we continue choosing safety, nothing will change. How can a new, black agency showcase its skills at pitches when it’s up against agencies that have been doing this for 20 years?

“Under current industry pitching rules, they will never go beyond the first round. Instead clients give black agencies a few scraps to keep them quiet and tick the BEE box. That’s surely not the way forward. Clients must show trust and hold new agencies’ hands.”

That would help alleviate some clients’ wariness of apparent transformation deals through which established agencies pursue advantageous BEE accreditations. This is particularly the case as they chase the April 1 deadline for 45% black ownership.

Zibusiso Mkhwanazi

“Clients are sceptical of some of the deals where agencies are a BEE level one yet seem to be populated mainly by white staff, especially at top level,” McDowell says.

Agencies without the necessary BEE credentials are particularly prone to losing out on business from government and parastatals.

However, McDowell says clients in this sector are open to joint ventures, in which an established agency partners a smaller, black-owned one.

She says: “These agency relationships can lead to problems when it comes to roles and responsibilities but there is a greater acceptance among government clients of the importance of skills development and the sharing of resources.”

A growing number of independent, white-owned agencies are asking for introductions to black-owned agencies to pursue potential deals that may include mergers or acquisitions.

McDowell says: “The creation of a new entity can often overcome some of the risks and potential downsides of a merger. Black ownership is important, so any dilution in a transaction has to be carefully managed. In our experience, black-owned agencies are open to a robust discussion with suitable partners as they can see the future and they want to be capable of taking on challenges facing the industry.”

David Furlonger

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AWARDS

LARGE ADVERTISING AGENCY OF THE YEAR and ADFOCUS AGENCY OF THE YEAR FCB Johannesburg The best things in life don’t come easy

Thabang Skwambane (centre) and his team

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few weeks ago, FCB Johannesburg MD Thabang Skwambane was in Broederstroom, north west of Johannesburg, welcoming home two adventurers who had spent six months walking from Kilimanjaro, in Tanzania, surviving on US$2 a day.

14 - AdFocus 2017

Warren Handley and Tom David had traced, on foot and in reverse, Skwambane’s own bicycle trip of a decade earlier, when he raised funds for Aluwani, a charity he created for orphaned and vulnerable children. The two are former Aluwani interns.

If there’s one thing Skwambane and his agency have learnt, it’s that worthwhile

objectives are rarely easy and should never be taken for granted.

In 2016, after FCB Johannesburg was named AdFocus Large Advertising Agency of the Year, group CEO Brett Morris promised that “we will do even better next year”.

It was not an idle promise. For not only has FCB Johannesburg repeated its advertising win

AWARDS but it has also emerged as the overall 2017 AdFocus Agency of the Year, drawn from all our agency winners.

Agencies across all categories are marked on four criteria: new business and growth; business retention and relationships; awards and industry recognition; and empowerment and social responsibility. So it’s perhaps fitting that in a year when the AdFocus editorial theme is industry transformation and when many agencies are struggling to meet new ownership and employment equity targets, that our overall winner should be a leader in the transformation process.

FCB Johannesburg is a level one BBBEE contributor with more than 51% black and 40% black female ownership. Thanks to a successful financial year for investors, empowerment shares were fully paid off. The agency has increased the proportion of black staff from 38% in 2015, to 70% in 2017. It also boasts 55% female representation across the business.

The full-time staff complement grew last year from 202 to 262 but AdFocus judges were concerned by the high staff turnover: 68 people left, or 29% of the total.

The agency reported 50% revenue growth in the review period, from July 2016 to June 2017. The biggest account gain was Absa/Barclays, with the Road Accident Fund also taken on board. But this new business was partly offset by having to resign the Old Mutual account to avoid a conflict of interest with Absa. News that Toyota, FCB’s oldest client with a relationship of 56 years, was putting the account out to pitch, came after the review period.

Creatively, FCB beefed up its leadership team by appointing Ahmed Tilly, founder of Black River FC, to join Jonathan Deeb as joint chief creative officer.

The agency won SA’s first best-in-show at the international One Show awards, for its Netflorist radio campaign. At the Sunday Times Top Brands awards, it won the Robyn Putter award as top brand agency for a third successive year.

Five agencies made it onto the large agency shortlist. Runner-up was Native VML, which has successfully made the transition from a specialist digital company to a broad brand-communications agency.

Operating profit has grown 66% in the past three years. Last year Native was runner-up in the digital agency category by the slightest of margins and the overwhelming view of the jury was that its turn in the winner’s circle is imminent.

Native revenue grew 20% last year. Organic growth was responsible for much of that but the jury liked the fact that the agency retained so many accounts and projects that ended during the review period. That speaks of good client relationships and an agency that is delivering. The biggest account loss was BMW. Creative highlights during the year included gold at Cannes — where the agency was also invited to host a campaign discussion on the Inspiration Stage — as well as the Loeries and Bookmarks.

In total, five agencies made the shortlist in this category. In all categories, agencies don’t get that far unless the jury believes they are potential winners. Final scoring confirmed the intensity of the competition. The other finalists were Ogilvy & Mather Johannesburg, Joe Public and a rejuvenated TBWA. Lynette Dicey

AdFocus 2017 - 15

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MEDIUM ADVERTISING AGENCY OF THE YEAR Promise Brothers swap bragging rights

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t’s been a source of irritation to Promise co-founder and CEO James Moffatt that his brother David has previously tasted success at AdFocus.

Hellocomputer, David’s creation which he left this year, is a former winner of our digital award. That’s cause for one-upmanship between the competitive siblings.

Well, James, this year it’s your turn to thumb your nose at your brother. Promise is the winner of the 2017 AdFocus Medium Agency of the Year Award.

It’s been shortlisted before, in 2015, but this time it’s gone the whole distance, against a particularly tough field. Last year’s winner, Avatar, made the shortlist, along with King James Cape Town and OFyt. The past year has been important for Promise, with the conclusion of an empowerment deal. The agency has also made strides in training and development, with a number of young black staff making their way into senior positions.

It’s been a good year for new business.

Edcon appointed Promise as its through-the-line agency on brands that include Edgars Active, Boardmans, Red Square, Edcon Cellular and CNA. It is primarily as a result of this win that the agency showed annual revenue growth of about 28%.

In May this year, the agency won the Rand Merchant Bank (RMB) account. Revenue from this account will be reflected during the current year. Promise had long coveted a financial services account. Other successful pitches included Castle Lager (below-the-line) and PPS Insurance (through-the-line).

On the downside, the agency lost SAB’s flavoured alcoholic beverages account.

The advertising industry is increasingly feeling the threat from consulting companies.

Promise’s response has been to launch a business consultancy service of its own. It has also introduced a specialised data service, as well as digital media planning and buying.

Avatar, founded in 2012 by Zibusiso Mkhwanazi and Veli Ngubane, has completed a share deal with M&C Saatchi Abel and its UK

16 - AdFocus 2017

James Moffatt (right) can indulge in one-upmanship

partner, which will give Avatar access to the rest of Africa. What’s notable about this deal is that it’s a share swap rather than a share acquisition, allowing Avatar to remain independent.

Avatar, whose largest clients include Brand SA, Sanral and SAA, recorded 64% revenue growth last year. New business came from, among others, Gautrain, Sasol, King Pie, Unilever, British American Tobacco, Chevron, the department of trade & industry, Exxaro, Investec, Italtile Group and Fox International Channels. The agency lost no accounts.

With 80% black equity, Avatar is one of the most transformed agencies in the industry, a subject CEO Mkhwanazi is particularly passionate about. Avatar’s holding company, M&N Brands, was established to create more black marketing businesses.

However, while Avatar as a business impressed the AdFocus judges, it still falls short on creative profile. Awards are few and jurors say they hope to see improvement in the current year.

King James never ceases to impress. Two years ago it was our large agency of the year but now it falls in the medium category, after some of its specialist activities have become

entities in their own right.

Revenue grew 19% last year, as it felt the benefits of the Pick n Pay account, which it took over in 2016 from long-time incumbent Y&R. There wasn’t much in the way of account ins-and-outs during our review period but the exit of Comair kulula, with which King James has shared some exciting and controversial times, was regrettable. It was good to see that a number of other significant accounts were retained without fuss after their original contract periods expired.

CEO James Barty says: “We are particularly pleased with these positive results as it reinforces the Cape Town agency’s role as the solid foundation from which to support the broader King James group objectives of growing our Johannesburg and digital offerings.”

Co-founder Gary Leih this year announced he would hand over management of OFyt (Old Friends Young Talent) to the next generation.

The agency grew revenue by 48% in 2016-2017, with new business from Heineken, KWV, Prudential and The Crazy Store. So his chosen successors have plenty to build on.

Lynette Dicey

AWARDS

SMALL ADVERTISING AGENCY OF THE YEAR: The Odd Number Rapid rise for a newcomer

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hen former Ogilvy & Mather creative director Sbu Sitole and EY management consultant Xola Nouse set up the Odd Number in 2015, they didn’t set their sights too high: to become Africa’s (note, not just SA’s) leading, independent, 100% black-owned and managed advertising agency.

No pressure there, then.

Barely two years old, the Odd Number has already won three multinational accounts and an impressive number of awards. As an indicator of the latter (though it fell outside our judging period and was therefore not put to the AdFocus jury), the agency was placed among the top 20 at the overall 2017 Loeries rankings and among the top three small agencies.

The young agency’s very first Loeries submission, in 2016, generated nine finalists and two wins: gold for work on the Great SA Bake-Off and a bronze for Top Gear.

At the 2016 Pendoring Awards the agency won the Umpetha Award, the top prize for indigenous-language advertising. It’s also been earmarked Xola Nouse (left) and Sbu Sitole by experts as an agency to watch.

In the year under review, The Odd Number successfully pitched to Johannesburg and Ekurhuleni. The agency Heineken Innovation Brands to win the Sol worked on ad hoc campaigns for MultiChoice, beer account and later added Miller Genuine Health Systems Trust, Vote is Power, MSQ Draft, where it is responsible for the Health and FNB. development of through-the-line brand Sitole and Nouse say they want to lead communications and creative roll-out. The transformation in SA by finding, growing and agency’s digital approach was subsequently nurturing young black talent able to continue recognised by the Heineken global team as creating award-winning work. In the process best practice, a not-insignificant achievement they plan to change negative perceptions the for an agency still in its infancy. private sector may have about doing business By the end of 2016 The Odd Number’s team with black-owned agencies. had expanded to 15 full-time employees. Other However, it hasn’t all been smooth sailing clients to trust it have been Brand SA, KFC for the young agency, which has found it hard Africa, BBC Worldwide and the cities of

to attract top talent and is sometimes disappointed when it is told it has lost pitches because the agency is too small.

In spite of these challenges, what The Odd Number’s growth — the agency doubled revenue in its second year of operation — and burgeoning creative profile have illustrated is that black-owned and managed agencies can compete creatively against the best and largest SA ad agencies.

Sitole and Nouse are both contributing to industry bodies.

Sitole sits on the board of the Creative Circle and Nouse has been invited to sit on the board of the Association for Communication & Advertising.

Only one other agency — FoxP2 Johannesburg — was shortlisted for the small agency award.

It wasn’t that the rest were poor — they included the Cape Town-based FoxP2 parent, King James II, Riverbed, Boomtown and Muillen Lowe — but that they failed the final question: were they likely winners? In each category, the jury chose to advance only agencies that they believed could win. In some cases, it was five or six, in others, two.

FoxP2 Johannesburg boasted 28% revenue growth last year, a significant achievement in the current economy. It won the Hyundai account — every agency wants to advertise cars and this was the group’s first such account — but it also managed to retain and grow business from clients like Liberty, Stanlib, Budget Insurance and Mugg & Bean.

The agency is a level 2 BBEEE contributor and has grown the number of black managers in the past year, ensuring it is making progress in terms of its transformation efforts.

Lynette Dicey AdFocus 2017 - 17

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NETWORK MEDIA AGENCY OF THE YEAR: The MediaShop Clash of the titans

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hich is SA’s biggest media agency? With OMD (“we are simply the largest”) and The MediaShop (“the biggest media agency in SA”) both laying claim to the title, we’re going to steer clear of the argument. What we will say is that in a shootout between the two for the title of AdFocus Network Media Agency of the Year, The MediaShop can claim unarguable bragging rights for the next 12 months.

Four agencies made the shortlist for this award: The MediaShop, OMD, Carat and PHD. The last of these was the 2016 AdFocus media winner and also took home the honours as SA’s best agency in any category. Repeating that performance was always going to be tough, and so it proved to be. While the agency enjoyed a solid year, it could not compete – in our judges’ opinion – with the big two.

The same was true of a rejuvenated Carat, though the jury identified this as an agency to watch in the next couple of years. Billings grew 39% over the previous period and the agency appears to be on the cusp of a new growth phase.

The MediaShop, by contrast, had a billings decline of 5% during our judging period, from May 2016 to April 2017. The drop was the first in the agency’s 28-year history. Why? According to group CEO Chris Botha, it’s because clients are spending less in economically tough times.

On the plus side – and it’s a very big plus – the agency improved efficiency and, ultimately, profit. “So 2016-2017 was a very successful year for the organisation in the profit column,” says Botha. “It was one of the most profitable years in our history.”

The billings challenge is worsened by the fact that The MediaShop has such a diverse portfolio of clients that, to avoid potential conflicts of interest, it can’t pitch for some big new accounts. Last year, for example, it was effectively excluded from chasing MTN, Telkom and Absa.

But it did win Foschini, Western Cape government and L’Oréal. The biggest loss – a significant one – was the Edcon account, 18 - AdFocus 2017

Chris Botha (front) and The MediaShop team

worth R272m.

AdFocus, of course, is not just about business won and lost. It takes account of every aspect of the business. This includes transformation, where The MediaShop had a stellar year. Local black ownership grew from 45% to 55%. All its regional directors are black, as are 65% of staff around the country. Most of these are women.

The AdFocus media award also requires agencies to prove the efficacy of their work, through a case study. MediaShop’s campaign for Tsogo Sun delivered 65% more hotel bookings, an 18% improvement in cost-per-booking and 62% in return on advertising spending.

Like other agencies, The MediaShop is reliant increasingly on digital activities. In 2017, for the first time, we asked agencies to isolate digital as a percentage of total client spending.

Figures varied considerably but were mainly in the 12%-20% band. That’s below the share in major overseas markets so it will be interesting to see how this develops in coming years.

Not surprisingly, OMD was towards the top of the band. Group CEO Josh Dovey has been a strong advocate of the digital option for some years and clients are clearly taking the hint. It was a strong component in the agency’s case study campaign for Standard Bank direct insurance, which brought an 81% increase in

qualified leads, a 30% increase in sales through Facebook, and an average 16% decrease in costs for each lead.

OMD and The MediaShop share a common challenge: when you’re already big, it’s hard to boast the percentage growth of smaller competitors. OMD, however, managed to put an extra R400m on its billings book in 2016-2017.

The MediaShop’s Edcon loss was OMD’s gain. The Independent Electoral Commission account moved in the same direction. OMD was also successful in pitching for the MTN account. According to MD Marco Santos: “In a tough and challenging economic climate, OMD has successfully delivered a positive growth curve through a rigorous efficiency drive and successful conversion of three major accounts, which equate to an additional R1bn of billings on an annualised basis.”

Dovey has also been a strong advocate for pan-African development and Santos says this has been a major plus for his agency.

“Major clients are not pitching just for SA any more,” he says.

“Our foresight in establishing an owned network across sub-Saharan Africa and our track record of pan-regional co-ordination from Johannesburg is paying major dividends.”

David Furlonger

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INDEPENDENT MEDIA AGENCY OF THE YEAR: TMI Media Stop-start Jones crashes the party

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ever say AdFocus doesn’t listen to the market. Media agencies have been nagging us for some time to add more awards. The sector is too diverse for a single winner, they say. How can an agency that measures its billings in millions compete with one that counts in billions?

Equally, how can a giant with fingers already in all the pies and therefore with limited scope for growth, hope to compete with an upstart growing by leaps and bounds?

So we have compromised. Instead of the multiple extras some suggested, we have added one new award. Instead of a single media agency of the year, we now have one for network agencies and one for independents.

And our independent agency winner is (trumpets, please!) TMI Media, which beat off challenges from Mediology and Alphabet Soup to snatch the inaugural title.

This was a difficult category to judge. Smart money was probably on Mediology, a top-class performer in recent years. But our May 2016-April 2017 judging period coincided with a decision by owner Ana Carrapichano to spend a year bedding down the previous year’s substantial growth. In other words, don’t go chasing any big new accounts until everything is settled.

That didn’t stop Mediology from adding another R94m in billings during the period.

Having successfully serviced the Supa Quick brand, the agency won the full account for parent Bridgestone in April. The full benefits of that will be felt in the current year.

It won music-streaming service Deezer in a global pitch and also reaped the rewards of great client relations when the marketing director of a former client took their new company, Ascendis Health, to Mediology.

At time of writing, Carrapichano was preparing to announce a “new vision, business plan and brand positioning” for Mediology, after developing a new management team.

Nikki Lewin has done a great job driving Alphabet Soup for the past 16 years. It’s a tight, well-run agency with a loyal client base. In tough economic conditions, the agency

increased billings by 56% last year. A big chunk came from existing clients but there was also new revenue from the likes of Stephan Welz Auctioneers and the SA Institute of Chartered Accountants.

The agency added a digital division at the start of 2017, in association with a specialist digital partner.

That left TMI Media, owned by former Carat agency boss Quinton Jones. It was a strange start. In January 2016 he launched a new agency with two partners. It didn’t work. Nine months later, in October, he tried again — on his own.

This time it was a roaring success — albeit through a buying arrangement with OMD. In its first month of existence, TMI picked up Dunkin’ Donuts and Baskin-Robbins, with responsibility for their launch into SA. “Given that they are global brands, this is no

mean feat for a tiny new business,” says Jones.

Also in the first month, he got the Re-Max property group. Within six weeks of TMI’s launch, Kraft Heinz joined the party, with brands like Planters, Mama’s Pies, John West and Wellington’s.

In April, right at the end of our assessment period, the agency added Sportpesa, one of the world’s leading sports betting players. More brands — and some awards — have come since then but could not be considered.

Under normal circumstances, AdFocus juries don’t consider newcomers. They like to see agencies establish a track record for fear that they might be a flash in the pan. But TMI’s growth, and Jones’s record, convinced this year’s crew otherwise.

It was, however, as the Duke of Wellington said of the Battle of Waterloo, “the nearest run thing you ever saw in your life”. In the final scoring, TMI barely edged out Mediology, which was a fraction ahead of Alphabet Soup.

Better transformation performances — empowerment and social responsibility are one of four scoring criteria — might have taken either of the established agencies into first place.

David Furlonger AdFocus 2017 - 19

AWARDS

DIGITAL AGENCY OF THE YEAR: Ogilvy A meeting of minds and ideas

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he amalgamation of an award-winning digital agency and an established, large traditional agency could have gone one of two ways. The digital rebels could have been stuck in a corner and left to create banners and social posts to order. Or they could have been let loose on the agency and encouraged to influence every aspect of the business.

When Ogilvy & Mather (O&M) SA acquired Gloo Digital Design in 2014, it took the second option. While many digital agencies are still talking about integrating digital with media and above-the-line, Ogilvy has merged business units, budgets and disciplines to deliver work that goes beyond the bounds of traditional digital. It’s done it across some heavy-hitting brands like Vodacom, DStv, SAB, KFC, Volkswagen and Audi.

After AdFocus introduced the digital award in 2009, Gloo won it four times in five years, then once again as Gloo@Ogilvy. All those wins highlighted a specialist digital presence.

These days, it’s all about integration: how digital mixes seamlessly with all the other elements of advertising and brand communications.

Ogilvy has created its own digital training curriculum, pioneered a partnership with Facebook, reformed its approach to strategy with data analytics, created an in-house innovation lab, invested in its own intellectual property and rewritten roles and responsibilities.

The Ogilvy Digital Marketing Academy drives digital skills development across the business. It is a training academy offering customised digital marketing training to employees and clients. One of the aims is to provide the whole of O&M SA with a common lexicon to collaborate on digital projects.

Subjects include data-based marketing, social media storytelling and paid amplification.

During the AdFocus year under review, the agency embedded data more holistically across the business through a diversified team structure allowing for more specialisation and the delivery of new in-house services and 20 - AdFocus 2017

Ogilvy group CEO Alistair Mokoena and Johannesburg creative head Mariana O’Kelly

career development opportunities.

The Customer Innovation Lab, meanwhile, provides an accessible space for the agency to engage with emerging technologies such as 3D printing, virtual reality and drone technology. A number of creative ideas have come out of lab projects including creative ideas for KFC and Woolworths.

A specialised business, Social.Lab, uses social platforms for conversion through nonlinear story-telling. It also uses expertise from within the global network to energise local teams while at the same time being part of the drive to offer staff opportunities for global exposure through short-term secondments to other markets.

The agency says the definition of what constitutes great work has fundamentally changed. One imagines it hasn’t been an easy process and the agency reveals that it’s had to discard ego, take a hard look at some of its most enduring habits and abandon the comfort of short-term campaigns to focus on long-term return on investment.

This re-engineered approach has paid off.

The agency is increasingly considered an industry thought leader for its approach to data-driven marketing. This approach is also paying off in terms of client retention and profit.

In a struggling economy and an industry

suffering significant budget cuts, Ogilvy has increased revenue by 34%.

For several years Gloo was the most awarded digital agency in SA and this winning trajectory has continued. Last year, awards included Bookmarks digital agency of the year, as well as recognition at the Creative Circle, Loeries, Cannes Lions and D&AD. The downside of Ogilvy’s industry-leading approach and the fact that its teams are given such high levels of training and experience is that the agency has become an attractive recruiting ground for competitors.

Runner-up in this category was Hellocomputer, our 2016 winner, which showed impressive growth of 55% during the year and good client retention. Part of the FCB Africa network, one of its challenges will be to maintain its impetus following this year’s departure of its founder and driving force, David Moffatt.

Other agencies to impress this year were Connect Joe Public — “an eventual winner”, according to one judge — and newcomer BrandTruth. King James Digital also made its overdue debut, suggesting it, too, will be a force in this category.

Lynette Dicey

AWARDS

PUBLIC RELATIONS AGENCY OF THE YEAR: Clockwork Media Four-year-old is the tock of the town

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rom a start-up four years ago, when it rented space in an established agency’s offices, Clockwork Media’s quest to shake up the public relations field has gone like, well, clockwork.

When former journalists Tom Manners and Nic Simmonds launched Clockwork in 2013, their aim was to create more than simply a PR agency. They argued that the agency of the future would need a genuine understanding of client audiences, incredible content and the ability to execute across any channel.

In particular, they say there was a need to fully embrace digital and build content hubs and research divisions. So they created what they consider to be a distinctive business structure, including research and evidence-based strategy, integrated in-house production teams and innovative communication tools.

It’s an offering which has clearly struck a chord with clients. Revenue growth has been significant. In May 2017, after a competitive global pitch process, it was awarded Microsoft.com’s global digital work, including Xbox and Surface.com. Existing relationships have also borne organic fruit. Relationships with the likes of Consol and Dial Direct have grown considerably.

Clockwork has four divisions: research & strategy, creative, production, and dissemination. It’s always dangerous to claim a business idea is unique or a “first”, but the agency claims its strategy division is the local PR industry’s first dedicated field research team, helping clients better understand their audiences.

The creative division is increasingly using integrated campaigns, including what is known as “influencer engagement” — using people with influence in target markets, mainly through social media. Video capability was introduced in 2016 and has helped generate TV commercials as well as digital video content for clients such as Tile Africa and Microsoft.

Clockwork Media’s dissemination division has added a number of significant clients to the agency’s books and also nurtured partnerships

NIc Simmonds (left) and Tom Manners

with long-term clients like NBC Universal. A partnership with Webfluential, a prominent influencer platform, was a major milestone that resulted in a dedicated influencer marketing team at Clockwork.

The agency is making waves on the awards front. It was the most awarded agency at the 2017 Prism Awards, where it was named agency of the year. Other plaudits have included the most innovative digital campaign by a large agency at The New Generation Awards; Holmes Report African PR consultancy of the year; and it was the most awarded agency at the African Excellence Awards.

Where Clockwork did fall down, in AdFocus judges’ eyes, was on transformation. However, the agency is making up for lost time. The Clockwork Media Trust supports development of black women in marketing, and a graduate programme was expanded in 2017 to fund seven students through brand communications degree studies.

Only two PR agencies made the shortlist for the 2017 AdFocus PR Agency of the Year Award: Clockwork and Edelman. This was not because other submissions were poor but because, as in all agency categories, judges push through only those they believe have a

realistic chance of winning. Ogilvy PR, last year’s winner, made a strong case, but not as strong as that of our top two. The same was true of Atmosphere Communications Reputation Matters and Engage Joe Public, which were all considered for the shortlist but finally lost out.

Edelman made the cut after it successfully weathered a very trying time following the loss, early in 2016, of an account that made up 35% of its billings. The agency concedes that by July 2016 — the start of the AdFocus review period — staff morale was at a record low.

However, an aggressive strategy to acquire new clients paid off and the agency picked up Deloitte, M-Net and Hauwei in the latter half of 2016. Combined with organic growth from Telkom, Shell and others, revenue in 2016-2017 actually exceeded expectations by 30%.

The successful turnaround of the agency has continued, with the result that it has doubled its staff count since mid-2016.

According to the agency: “We’re operating in such a tight space that we’ve enlisted the use of our ping-pong table to serve as a desk for four staff.”

Lynette Dicey AdFocus 2017 - 21

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SPECIALIST AGENCY OF THE YEAR: Grid Worldwide Branding & Design Where winning has become a habit

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e’ll give Grid six out of 10 in 2017. No, that’s not a comment on its performance during the 2016-2017 judging period, but a reflection of the fact this is the sixth time the agency has won at AdFocus in the past 10 years.

As one of our jurors observed: “Just when you think they can’t do any better than last year, they surprise you again.”

Actually, it wasn’t a straightforward win. In the final scoring, it was run tantalisingly close by sponsorship agency Levergy. It’s clear why the global M&C Saatchi group this year snapped up Levergy to drive the group’s move into the rest of Africa.

The shortlist was completed by brand design specialist Shift Joe Public, TLC Marketing and Demographica, the niche advertising agency that also made last year’s shortlist. All of them, under other circumstances, would have made worthy winners.

The specialist agency category is a hard one to judge because it’s not always possible to compare like with like.

Grid, part of the TBWA group, once again submitted an impressive entry, illustrating its drive to push a predominantly project-based business into a sustainable agency. Grid’s full name reflects its branding and design history but it’s a narrow definition. Recent years have been focused on changing that perception.

Grid’s work for long-time client FNB has evolved beyond design to include advertising and sponsorship.

This year’s AdFocus judges observed that while the agency shows consistency and protects its creative reputation, it continually reinvents itself and pushes boundaries.

Maybe that’s why creative director Nathan Reddy was inducted this year into the Loeries Hall of Fame, the youngest and only design inductee so far. Though that happened outside our judging period and was not considered by the judges, it reflects on Grid’s impact.

The agency grew revenue by 13% last year.

Income is split approximately 70:30 between 22 - AdFocus 2017

Back in the winners’ circle: Grid

local and international clients. The latter are mainly based in Qatar, Seychelles, the UK, US and Switzerland.

The agency talks about playing “in culture”: the notion that all brands are fighting for the same share of consumer attention. When a client competes “in culture”, it competes not just against direct sectoral rivals but also against Google, Nike and every other brand.

Grid no longer believes in the traditional concept of the single Big Idea, arguing that the new world is multifaceted and consumers want a deeper relationship. Its ethos is #makeitmeansomething, which breaks down messages to inform, entertain and inspire.

Levergy had its most successful year yet as a result of both new business wins and organic growth. Since inception in 2012, the company has maintained an annual growth rate of about 30%.

Levergy says it wants to redefine sponsorship. During the past year it launched a content and communications division called Levergy Pulse, which aims to make both clients and stakeholders rethink how to use social media and other digital tools. It’s also revisiting public relations as part of sponsorship. Last year it created millions of rand of unpaid exposure for clients through a combination of rights usage, content

production and influencer marketing.

This strategy is paying off. Levergy was appointed lead through-the-line agency for New Balance, meaning it has overall responsibility for brand marketing.

Levergy won a remarkable nine awards at the 2017 Sport Industry Awards, including agency of the year. The agency’s work has been featured in a Twitter global case study and UK sponsorship publications for best-practice work.

All this explains why M&C Saatchi came knocking. Steven Martin, global CEO of M&C Saatchi Sport & Entertainment, sees opportunity not only in traditional areas like sport but also in other forms of entertainment, like music.

“We’ve been looking for an SA partner for some time,” he says. “Not to be here leaves a gaping hole in our business. Levergy stood out.

They are young, hungry and have a fantastic desire to grow. We think there’s a lot more to come.”

He is eyeing the whole of sub-Saharan Africa. “We have UK clients that want to come here but Africa is so diverse. We can’t sit in London and tell Levergy what to do. We think their potential is enormous.”

Lynette Dicey

AWARDS

INDUSTRY LEADER OF THE YEAR: Robyn de Villiers Setting new standards in African communications

T

he best way to describe Robyn de Villiers, CEO and chair of Burson-Marsteller Africa, is that she is a leader in every possible way.

She founded Arcay Communications in 1989, after a successful corporate career. She was among the first to recognise opportunities across Africa; specifically that local people know best how to communicate in their own market. So when Arcay established a network of African affiliates in 1997, it was in partnership with local organisations in their countries.

Long before it became common practice, De Villiers recognised that Africa could not be treated as a homogenous whole and that localising communications strategies was essential for any campaign to be successful. It needed to be in local languages, with local nuances, so the communication rang true to each audience.

In 2007, Arcay became global public relations firm Burson-Marsteller’s African affiliate. De Villiers sold 51% of her shares to Burson-Marsteller in 2011, retaining a 20% share in the business.

Burson-Marsteller Africa is the continent’s largest PR and communications network, with representation in 53 countries. All its agencies are locally owned and run. De Villiers says it’s important that each office is successful in its own right, reliant on local insight of client needs rather than a Burson-Marsteller blueprint. What the parent does provide is tools, training, expertise and access to specialists, ensuring that each agency retains ownership and an entrepreneurial culture.

De Villiers’ vision to build the largest and strongest PR network in Africa has been achieved by developing long-term partnerships in a structured manner; moving nonexclusive affiliates towards exclusive relationships and exclusive affiliates to becoming branded partner agencies en route to equity-ownership.

By assembling the first continent-wide PR network in Africa, she performed an act of significance for business and for PR

Robyn de Villiers

practitioners whose clients need to reach specific audiences in what is destined to be the new frontier of global commerce.

Harold Burson, the founding chairman of Burson-Marsteller, says: “Robyn’s experience as a PR practitioner is one-of-a-kind in Africa.”

A passionate advocate of advancing the communication skills of the African communications profession, De Villiers’ name has become synonymous with skills transfer and industry transformation. More than two decades ago she established an internship programme called Starting Blocks. Dozens of interns, overwhelmingly black, have graduated from the programme.

This award is sponsored by:

Other initiatives she founded have included a staff training programme and an annual, week-long Africa affiliates workshop attended by partners from across the continent.

This year De Villiers introduced the Cornerstones executive development programme, designed to develop the network’s future leaders. Aimed at individuals with around 10 years’ experience and strong leadership skills, it offers up to two years of mentorship, training and coaching.

De Villiers is actively involved in furthering the objectives of the PR industry and participates in a number of industry bodies including the African PR Association (APRA), of which she is vice-president and training chair.

She is a member of the board of the American Chamber of Commerce as well as a member of the 30% Club, which drives gender equity in business. In addition, she sits on the advisory council of the National Business Initiative.

De Villiers is the only African to have been acknowledged by the prestigious Holmes Report. In Berlin in 2016, she received the Sabre Award for outstanding individual achievement in recognition of building the largest PR and communications network across Africa.

De Villiers regularly participates in industry events as well as in-country training for the staff of partner agencies and their clients and local PR bodies. Partner agencies create the opportunities and select the most relevant topics for their markets while De Villiers and her team prepare materials and facilitate training. This year alone she has conducted training for partners and affiliates in Kenya, Uganda, Mauritius, Nigeria, Ghana and Morocco.

In 2016 she was a presenter at the fourth Commonwealth PR Congress in Nigeria, where she presented on communication strategy, measurement and communication trends.

More recently she facilitated a workshop on stakeholder engagement for communications professionals at the annual APRA conference in Morocco.

Lynette Dicey AdFocus 2017 - 23

AWARDS

PARTNERSHIP OF THE YEAR: 99c and Checkers A victory for common cents

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etail advertising is not considered a particularly glamorous discipline. In a world of often over-the-top, creative brand communications, retail is about rands, cents and value for money.

That lack of glamour extends to work demands. Retail advertising is the epitome of “24/7” — reacting instantly to competitors, providing special offers and requiring endless new ideas across TV, radio, newspapers, digital . . . anywhere, in fact, that shoppers may be found.

Given the context, perhaps it’s not surprising that the winners of the 2017 Partnership of the Year Award, 99c and Checkers, provided arguably the most low-key entry we’ve ever had in this category. No glamour, no false promises: just plain facts with a minimum of fuss.

But then, that’s what has made their relationship so special.

Johanna McDowell, whose Independent Agency Search & Selection (IAS) sponsors this award, says successful partnerships are not measured by longevity. Rather, they are typified by “time, trust and mutual respect”.

That respect is particularly important. All relationships go through fractious periods. It’s how you get through these that counts.

When 99c was launched in 2008 by Andrew Brand and Lewin de Villiers, it was with Checkers as the only client. The Cape Town-based agency has retained the business ever since, and travelled with it to other African markets.

Despite sometimes difficult trading conditions, Checkers has outgrown the retail market each year. Once a home for “budget” shoppers, it is today also the destination for more affluent customers, thanks to innovative communications campaigns across several categories, including wine, cheese, butchery and, more recently, convenience meals.

The use of celebrity chef Gordon Ramsay has added to the brand’s bottom line, at the same time growing its share of upmarket shoppers. At a promotional level, 99c’s Little Shop campaign for Checkers exceeded all

24 - AdFocus 2017

This award is sponsored by:

sales forecasts and created the biggest promotional buzz of the year. Similarly, its Black Friday campaign sets the standard for all Black Friday trading across the country.

99c has a reputation for hard-working advertising. Its aim has always been to produce work that resonates, changes perceptions and, critically for a retail agency, drives sales.

Remarkably, 99c has never held a written contract with Checkers during their nine-year relationship. This year’s AdFocus judges were convinced that the Checkers-99c relationship epitomised true client-agency partnership and the very essence of this award.

Had they not, there were worthy pretenders waiting in the wings. King James, which has shared this award previously, has a history of special client relationships and its six-year partnership with Santam has produced excellent work which has helped redefine the short-term insurance category.

Before King James took on the account, the brand was out-spent, out-thought and out-innovated by competitors. Marketing efforts have re-established category leadership while modernising and refreshing the brand.

Santam and King James have evolved the traditional advertising relationship to a fully integrated brand relationship which has resulted in an innovative communications approach. In 2016, Santam was voted top short-term insurer by consumers in the Sunday Times Top Brands awards.

Several Partnership of the Year entries failed to progress beyond initial jury discussion by failing to explain the nitty-gritty of relationships. When times were bad or sales down, how did the client-agency relationship turn matters around?

Both King James-Santam and our other

main contender, Net#work BBDO-Mercedes-Benz, explained these ups and downs and how their relationships overcame issues.

The partnership between Mercedes-Benz and Net#work has faced its fair share of challenges. Representing a multinational motor company may be the ambition of every agency but constant changes among senior personnel, including marketers moving in and out of SA, mean relationships have to be constantly nurtured and refreshed.

SA is arguably the most overtraded car market in the world, so there’s nothing simple about marketing any brand. Upmarket marques have seen their sector’s market share strained during three years of overall market decline in which consumers have bought down to smaller, cheaper brands.

Mercedes-Benz, however, has held its own in a tough environment and its long-lasting relationship with Net#work BBDO is considered one of the best in the Mercedes-Benz world.

Lynette Dicey

AWARDS

NEW BROOM: Think When two heads are better than one

T

he New Broom Award exists to recognise young, smart, up-and-coming innovators. They may be individuals or collectives but they must be ground-breakers. We’re not looking for people who are better at their jobs than others. We want game-changers.

Step forward Mukondi Ralushayi and Nkgabiseng Motau. The founders of Think are everything we are looking for.

Established in 2016, Think has positioned itself as a creative hub providing unique advertising and design solutions as well as ideas around affecting social change through brands. Rather than employ a huge team, copywriter Ralushayi and art director Motau conceptualise ideas between them, then hire freelancers with specialist talents to execute them.

The two were at high school together then both studied at the Vega Brand Communications School. Their parents weren’t impressed. Ralushayi’s had their hearts set on her studying accounting, while Motau’s mother wanted her to become a mining engineer.

Motau actually wanted to be an actress but, lacking the courage to tell her mother, she decided instead to pursue advertising, convincing herself it was a compromise between theatre and business.

After Vega, the two young women were offered internships at Ogilvy & Mather Johannesburg, then spent five years at FCB Johannesburg. Raluyashi later recalled: “We got a taste of everything, we got to work on TV, food and cars.”

But what appeared likely to become standard advertising industry careers were transformed after Ralushayi and Motau attended the 2015 Cannes Lions Festival of Creativity. They describe the experience as “invigorating, inspiring and electrifying”.

It also illustrated how advertising is changing and how creativity no longer needs to be limited to traditional media. Frustrated with the standard advertising agency model where they say the end-result is often a “force-fitted” solution rather than exploration of a variety of creative solutions, Ralushayi and

Nkgabiseng Motau (left) and Mukondi Ralushayi

Motau decided to take the plunge and establish their own business.

It was a bold move. As resistance to transformation has shown, the advertising industry is still white-dominated — if not the “white boys’ club” it was once labelled. But a “boys’ club” it certainly is. Female black advertising entrepreneurs are thin on the ground. Ralushayi and Motau, if they succeed, may just help to change that.

They have positioned Think as a consultancy which allows creativity to dictate the end solution. They are aiming for a more fluid, insight-driven approach to solving business problems. Using freelance talent has also allowed Think to better manage production and other costs, compared to larger, more established agencies. It’s also an agency which they hope will become home to black creatives, particularly black female creatives, and which will encourage social change.

Ralushayi and Motau agree the industry doesn’t try hard enough to retain female talent.

Overall, women are a significant part of the industry’s workforce. But the higher you go in most agencies, the fewer women. Why, ask Think’s partners? After all, women generally understand markets better. Most shoppers are women.

Ralushayi and Motau chose the name, Think, because “it illustrates what the agency

does”. They say: “We think about how we can use our creativity to find solutions and effect change. We think innovation, we think advertising, we think social and economic change, we think branding, we think storytelling, we think design, we think about our people, we think like our people, we think big, we think wide, we think out of the box and we think differently.”

Think’s journey so far has not been without its challenges. One is perceived capacity. While they have access to plenty of freelancers, clients worry they may be entrusting their brand problems to two individuals. Even if they like a marketing idea, clients wonder if Think can deliver. It has won some interesting projects and accounts, and others in the industry speak highly of Ralushayi and Motau, but maybe the agency’s most immediate challenge is to market itself.

However, it is encouraging that as their profiles grow, both women are increasingly being called on to act as judges. Ralushayi has judged the Creative Circle Awards and both have judged the SA leg of the Cannes Young Lions.

Having previously entered that competition, they say the opportunity to experience a creative brief through the eyes of SA’s young creative talent was an eye-opener.

Lynette Dicey AdFocus 2017 - 25

AWARDS

STUDENT OF THE YEAR: Keagan Clack Boy oh boy! It’s taken a long time

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inally, the mould is broken. This award is only a few years old but already there are some traditions.

Inland schools never produce finalists (they have all been from schools in Durban and the Western Cape) and winners are almost always female (only one male has even made a shortlist).

Until now. This time, two of our three finalists are from Johannesburg and two are male. Not only that, but one of the boys is a winner. Step forward Keagan Clack, the 2017 AdFocus Student of the Year.

Keagan is a final-year art direction student at the Stellenbosch Academy of Design & Photography, so one other tradition remains intact: we are still awaiting our first landlocked winner.

The other finalists are Jason Walden, a final-year visual communications student at Vega Johannesburg, and Raquel Ribeiro, a communication design honours student at the University of Johannesburg (UJ).

Keagan, by his own admission, is not a natural artist. At school, “even colouring between the lines seemed like hard work”. But give him a keyboard and access to digital, and he’s in his element. After being urged by his high school art teacher to apply to Stellenbosch Academy, he discovered multimedia and realised that’s where his future lay.

Only it didn’t. “As time went on, I was seduced by the dark side: art direction.” Keagan is a finalist at this year’s Pendoring Awards.

Keagan is from Malmesbury, in the Western Cape Swartland. According to the town’s Wikipedia page, it has only ever produced two “notable people”, a rugby player and an artist.

Perhaps it’s time for a third. Keagan’s lecturer, Caroline Piotrowski, describes him as “a real country boy, completely unassuming”. But he’s also “an incredible innovator, someone who sees things totally differently”.

Jason’s entry into the world of visual design was not only unintended but also unwanted.

His passion was the performing arts, particularly singing. But after being forced to turn down a US$30,000 scholarship to the

26 - AdFocus 2017

Keagan Clack

Jason Walden

This award is sponsored by:

New York Film Academy for lack of funds, “I was heartbroken”. He says: “I decided that if I couldn’t perform overseas, I didn’t want to perform at all.”

Unsure what to do next, his attention was snared by the Vega stand at a matric higher-education event. Having no portfolio, “I submitted my badass doodles and some cheesy poem. Vega homed in on my talent and allowed me to grow into the young creative that I am today.”

It’s taken four years to get to that point. He started studying multimedia but discovered too late it was not for him. So he restarted the next year, on visual communications. Jason is the winner of gold and bronze student Loeries.

That’s probably why Ogilvy & Mather Cape Town, a smart spotter of talent, has snapped him up for 2018.

Jason’s lecturer, Christiaan Graaff, describes him as “perpetually in mental overdrive”. He says: “I doubt if he’s ever had enough sleep.

He’s always looking at things in different

Raquel Ribeiro

ways.”

Raquel’s progress through UJ has been stellar: top achiever in communications design in both her first and second years, top in design studies in her second and third years, and top achiever in her third year. Overall she graduated cum laude before progressing to honours. Her work was recognised at the Pendoring Awards in 2015 and 2016.

Despite all the accolades, her lecturer, Christa van Zyl, describes Raquel as “humble in her own skills. She welcomes criticism.

She’s very diligent, always wanting to improve.”

We have a new sponsor for this award in 2017. Coronation Fund Managers has a history of supporting education. Marketing head Wendy Bergsteedt says the company values advertising creativity and has worked with some of SA’s most creative agencies.

She says: “We strive to deliver relevant messages to our audience, through simple messaging. This can never be achieved without solid strategy and solid creative and flawless execution. The AdFocus sponsorship is a token of our encouragement to students currently completing their studies and to the next generation of budding creatives considering advertising as a career.”

Coronation’s sponsorship includes a R35,000 prize for the winner.

David Furlonger

AdFocus 2017 - 27

NET#WORK BBDO 813621/E

AWARDS

AFRICAN IMPACT AWARD: Burson-Marsteller Africa

Ale to the chief as Tusker falls just short

W

ho was it that said: “The more things change, the more they stay the same”?* Public relations specialist Burson-Marsteller Africa was the AdFocus African Network of the Year in the last two years of its existence. In 2017 we’ve changed the name and the rules. Now it’s the African Impact Award. No prizes for guessing the winner: yes, Burson-Marsteller Africa.

The problem with the old award was that it favoured reach and size, with too little emphasis on effectiveness. So what if you are in 30 or 40 countries and have big, pan-African accounts? Are you actually achieving anything?

Hence the change. The African Impact Award, as its name suggests, requires agencies or networks to prove efficacy.

Whether it’s a campaign, strategy or marketing innovation, prove that what you are doing actually works. It may be in one country or pan-African. It’s no longer about dots on the African map.

We had some fascinating entries. Mullen Lowe explained how it and Pepkor marketed Chitenga fabric across the continent.

TBWA\Africa told the story of its MTN venture. And media agency Carat had a great tale of its success with Guinness.

The Irish dark beer was also the subject of a campaign, Made of Black, by the BBDO Africa network.

Ultimately, though, it was another BBDO beer submission that crashed its way into a two-way AdFocus jury showdown.

Tusker Lager is Kenya’s national beer and a national icon. But a host of new entrants have eroded market share, while political uncertainty, terrorism and other issues have all undermined consumer and tourism confidence.

The campaign was driven by a coalition of BBDO agencies from Kenya, SA and the UK, and creatively led by Mike Schalit, from SA-based Net#work BBDO. The mobile-based idea was to create Team Kenya, in which Tusker would be national 28 - AdFocus 2017

Awareness and brainpower the difference at Burson-Marsteller

cheerleader and encourage Kenyans to raise a beer to celebrate every Kenyan achievement — whether in sport, the arts, film, technology or commerce.

The 10-week campaign delivered the highest Tusker sales in five years and a return on investment of over 100%. It also earned a host of creative awards, including a Loeries grand prix and gold in SA. However, this was not quite enough to unseat Burson-Marsteller. The jury was split almost 50:50 but ultimately it was the sheer weight of the eventual winner’s strategic foresight that carried the day.

Before it became part of Burson-Marsteller, Arcay Communications was already a trailblazer in Africa — the first PR agency to recognise not only the continent’s potential but also the need to localise services to each of its very diverse markets.

In October 2016, Burson-Marsteller Africa added several branded partners to its network: in Mauritius, Reunion, Seychelles, Madagascar, Comoros and Angola. It also extended its partnership with its Cameroon partner into Congo Brazzaville and Gabon, and invested in a new business in Kenya and Tanzania, where it had provided start-up capital to a local businesswoman. Clients there already include CNN, MultiChoice, Nestlé and Crown Paints.

New business referrals into Africa have included work for Colgate, Avaya, McKinsey, the European Union and Equip Health.

Network executives also play leading roles in the PR industry across Africa.

Awards attest to the network’s pre-eminence. It was 2017 African network of the year at the Prism Awards; is the only agency to be a finalist (and twice a winner) in all nine years of the Holmes Report African consultancy of the year; and its Ugandan and Kenyan affiliates both won major pan-African awards.

Burson-Marsteller Africa’s work for individual clients also impressed judges.

Media coverage for European satellite operator SES — raising awareness about how satellites can enable economic development — exceeded the client’s target by 314%.

It also led a successful Colgate campaign in East Africa, to raise awareness of the need for dental health. In a region where toothpaste use is limited, it encouraged people to have free dental check-ups and an online campaign attracted nearly 2.5m impressions.

David Furlonger *It was French journalist and novelist Jean-Baptiste Alphonse Karr. What he actually said, of course, was “Plus ça change, plus c’est la même chose."

AWARDS

TRANSFORMATION AWARD: The MediaShop

There’s no single route to change

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ransformation comes in many forms. When the 2017 AdFocus jury discussed what criteria we should use to judge this award, their advice was: don’t be too narrow. Different people are doing different things in their own way.

And so it proved to be. But when all the stories had been told, only one could come out on top. The MediaShop is the winner of the inaugural AdFocus Transformation Award.

We had been considering an award of this nature for some time. With transformation as our editorial theme in 2017, this was the obvious year to start. At our first jury meeting, when old and new juries swapped ideas, there was fierce support – particularly from Avatar co-founder Zibusiso Mkhwanazi, who said that if we went ahead, he wanted first refusal on sponsorship. So here we are – and Mkhwanazi didn’t refuse.

Fittingly, what he considered one of the strongest examples of innovative transformation was among our entries. When Cape Town ad agency OFyt opened its doors in 2012, it entered an industry it describes as “notable for its lack of grassroots transformation”. Through the OFyt Trust, it set out to make a difference to township youngsters with “virtually zero access to branding, advertising and marketing”.

So it selects, trains and pays these kids to learn about advertising. Many stay with Ofyt when their training is over; those who don’t are helped to find jobs with other agencies.

But Ofyt’s support goes further. Recognising that most entrepreneurs and businesses in the Khayelitsha township know nothing about marketing, a programme called Kasi Friends Kasi Talent provides advertising and marketing support, as well as business training to start-ups. Not only does this help entrepreneurs but also the agency interns who learn first-hand about township business challenges and how to solve them – an experience that will have a positive impact on the informal economy in the future.

M&C Saatchi Abel, another young Cape-based agency, has pursued empowerment differently. It made 26% of its equity available to empowerment partners

Leading the transformation charge: Group CEO Chris Botha and Sandton MD Kgaugelo Maphai

This award is sponsored by:

from day one and has actively pursued the employment and promotion of black employees. The agency has also offered 1% of equity to the Baphumelele Children’s Home.

This year it took an important new step through a share swap with black-owned Avatar, through which each agency is a minority shareholder in the other.

The aim is to help Avatar become a pan-African agency group through collaboration and skills transfer.

One of the reasons for the rise and rise of Joe Public is that it’s rarely done things by the book. Rather than take the easy transformation route of selling shares to black investors, it has empowered its own staff, who own a large chunk of the stock. Half the group’s senior management are black, and nearly two-thirds of staff. But the agency also provides support outside the business. Its One School at a Time initiative helps township schools with management and teacher support, improvement of school infrastructure and leadership coaching for students and staff. This includes sponsoring extra matric classes at weekends and during holidays.

FCB Africa is 55% black-owned and 32%

black female-owned. But that is only the start.

The group has a history of transformation going back to 1982 when it hired Nkwenkwe Nkomo after his release from Robben Island.

Besides rising to the summit of FCB, he helped write the transformation charter that became the sector code and became a figurehead of the SA advertising industry.

As the group says, transformation is not just about numbers but about redressing the injustices of the past and creating an inclusive economy. It is worth noting that many of the top black creatives making their mark across the SA ad industry got their start at FCB. And then there’s The MediaShop. In 2010 it was a level six BBEEE contributor, majority owned by an international shareholder, all its regional managers were white, it employed three interns and the annual training budget was less than R1m.

Fast forward seven years and the agency is level one, 55% black-owned, 32% black female-owned, its regional offices are black-run, the training budget exceeds R5m, of 25 new interns each year, the top 10 are paired with a mentor and put on a study and education programme, and part of the annual dividend pays for young black women to study.

The agency also runs a series of bespoke programmes to help underprivileged young people, mostly black and many of them girls, to study and even learn life skills. Then there’s a workshop programme to help small black outdoor-media owners learn marketing and promotion skills.

It’s true to say The MediaShop has transformed over the past seven years.

David Furlonger AdFocus 2017 - 29

AWARDS

LIFETIME ACHIEVEMENT AWARD: Andy Rice Taking brand communications to new heights

Andy Rice

T

o say that this year’s AdFocus Lifetime Achievement Award winner is a towering presence in the brand communications industry is no exaggeration. Andy Rice is well north of six feet tall and his own motto is “Head and Shoulders Above the Rest”.

The AdFocus jury agreed that his deep understanding and love of the business, combined with accurate observations and insights as a respected commentator, made him a worthy recipient of the accolade.

Rice is arguably SA’s best-known branding and advertising expert. As a strategist he headed Ogilvy & Mather Johannesburg’s account planning department before founding Yellowwood, a specialist brand strategy consultancy that grew to become SA’s leader in its field. Yellowwood is now part of the TBWA empire, with Rice still chairman.

He’s also a regular commentator on the industry for Talk Radio 702 and while those 30 - AdFocus 2017

who make ads might not always like what he says about their work, few have complained that he’s unfair.

One jury member said: “Andy has earned full rights to critique the industry. He’s been involved and knows exactly what goes into advertising, from the brief to final execution.”

He is “the fair voice and conscience of the industry”, said another jury member.

One of the best and possibly untold stories about Rice is his participation some years ago in a Financial Mail event, at which a panel of experts discussed recent ads in a particular sector. With his usual combination of wit and wisdom, Rice forensically castigated the work of a well-known food brand, not knowing the marketing director was in the audience, squirming and taking copious notes.

Later the man said that while he’d felt embarrassed, he’d also received, free of charge, well over R100,000 of free brand consultancy from “the best in the business”.

Writing about our annual lifetime achiever is always an exercise in guile and duplicity.

One needs to engage the subject but not let on that he or she has won. This year we used the tired old excuse of Rice being part of a list of industry veterans participating in a rapid fire Q&A exercise. So what does he really think about advertising?

He says: “Ninety percent is unimaginative, risk-free and based around purely rational, intrinsic messaging. It is as engaging as a product brochure, and is deservedly ignored by most people. The remaining 10% magically makes up for all the garbage out there.”

So while Rice is generally admired by the ad industry who does he look up to (so to speak)? Says Rice: “Legendary art director Lee Clow was once asked by a client how to get the best creative work out of the agency.

Clow’s response was “You have to want it”.

This reminds us of the importance of the client in the creative process, which is why I admire

AWARDS Robbie Brozin of Nando’s for his insistence on great creativity at every turn.”

While Rice rightly remains cynical about much of the industry’s output, he is a great believer in the importance of the product.

“Provided that advertising is truthful (by no means a given), it drives the concept of value to higher levels and rewards those who are dissatisfied with the status quo,” he says.

“Advertising has contributed to the fact that in almost all categories, product design and quality standards have risen inexorably over the years.”

Every generation in any industry believes its time is a golden age. Rice has a more pragmatic approach. “Today’s advertising world is not so different from the old days.

Media channels, platforms and technologies come and go but clever, insightful and creative talent will always rise to the top.”

In his career Rice must have seen thousands of ads, so is there a favourite of all time? “Locally, I still can’t think of anything that beats the TV spot with which Ogilvy launched the VW Touareg. The father-and-son road trip was a brilliant idea executed flawlessly.”

And a campaign? “As a rule, many advertisers seem to abandon successful campaigns far too quickly, but Allan Gray could claim to be an exception to this rule, having stuck to its “long-term thinking” guns for many years.”

He modestly ignores his own marketing effort for the animated 3D movie, Jock of the Bushveld, launched in 2010. Besides helping persuade the likes of Archbishop Desmond Tutu, Jeremy Mansfield, Michael de Pinha and comedian Nik Rabinowitz to voice characters, he also induced his brother Tim — whose award-winning film credits include The Lion King and Evita — to provide the music.

It’s well known that agencies these days are battling to find relevance as budgets are cut and technology platforms diminish their traditional role. Rice has strong views on what agencies should do to best serve their clients.

“They must demand briefs that encourage courageous creativity and insist on appropriate measurement metrics being put in place up front. The more that the correlation between creativity and efficacy can be demonstrated, the better off everyone will be.”

Rice, who has been a driving force around the local Apex awards for effective advertising, is also a strong defender of industry awards. “I am a supporter of awards in principle, for the way they raise standards, reward excellence and promote the marketing/advertising

profession to a broader audience. What I don’t support are awards programmes that hand out prizes to agencies for doing what they are paid to do anyway. Awards should always raise the bar and be genuinely difficult to win.”

Given his longevity in the business, Rice is prepared only to concede to one mistake he’s ever made: trying to outdrink the late Ogilvy & Mather creative powerhouse Robyn Putter.

Rice lost. Spectacularly.

Among his favourite brands he lists Apple, Timberland and Woolworths and when he’s not engaged in working in, or critiquing, the industry, he says he spends an inordinate amount of time dreaming up ideas for books which will never be written.

“One day I’ll have enough stillborn book ideas for them to be a book in their own right.”

Rice lightly laments the demise of the long advertising agency lunch. Once, maybe 20 years ago, they would have started before noon and 12 hours later diehards might still be going strong.

Rice recalls occasions with a few larger-than-life industry luminaries. “Hosts like Renee Silverstone, Mike Rossi and Edo Folli have all been responsible for substantial gaps in my memory, but SA Breweries probably gets the prize for an unfeasibly prolonged lunch, in a cave in Hermanus, as part of its annual liver-bashing Heritage Tour.”

Most people who have been successful in the ad business share the trait of perseverance.

Rice is no exception and that is evident in how he got into the industry. He wouldn’t take no for an answer.

“I drew up a shortlist of agencies I wanted to join, and then pestered them all relentlessly.

Philip Goodstein of VZ was the first to succumb.”

As an insightful industry commentator, does Rice have a favourite advertising quote?

He has two. “Jeremy Bullmore, the best writer on the ad industry — ever — offered the following question and answer. ‘Why is an insight like a refrigerator? Because when you look into them, a little light comes on’.”

His second is a reminder to advertisers who impinge into our daily lives. “Stop interrupting what I’m interested in, and start being what I’m interested in.”

Rice remains bullish about the future of the ad industry but says it shouldn’t take its eye off the basics. “At the risk of sounding like a stuck record, it must deliver commercial effectiveness and a measurable return on media investment. This, in turn, will be achieved only by courageously embracing creativity and by providing an environment in which big, towering ideas are nurtured, not emasculated.”

Jeremy Maggs

This award is sponsored by:

AdFocus 2017 - 31

COMMENTARY & INSIGHT

THE ADVERTISING YEAR Why breaking even is ‘the new profit’ It’s bloody out there — and we’re not talking Marys. WPP boss Sir Martin Sorrell says the industry risks ‘losing the plot’

B

eyond the balance sheet, pitches won, staff turnover and awards success, there are other, more subtle ways to measure success in ad-land. Mike Bosman, who ran two big agencies some years ago, said a useful gauge was listening to how much noise one could hear from the agency’s reception area. Was there an audible buzz? And how many vehicles were parked in visitors’ bays in the car park?

At many agencies in 2017 you could hear a pin drop when you walked through the doors, after parking very close to the entrance.

Another success measure is food and drink.

In boom times, it’s been known for agency heads to casually open a magnum of champagne at 11 am. One well-known character uses the Sabrage method — popping out the cork with a sword — to open bottles, exhibiting the same deftness displayed in his copywriting. Smoked salmon sandwiches and exotic fruit-sticks have been standard fare at agency briefings and updates.

These days the offer tends to be confined to coffee — sometimes instant — or water and a small bran muffin if you’re lucky. Mike Abel, whose M&C Saatchi Abel shop is one of the few to show strong growth, summed up the 2017 advertising year perfectly when he told guests at a gathering: “Breaking even is the new profit.”

For the record, he served up salmon and Bloody Marys.

Abel, who said famously at the birth of his agency group eight years ago that he was competing not only with fellow agencies but also with business consultancies, says 2017 has been a year where the survival tool has been “time-and-money-saving solutions beyond pure advertising”. His prophecy of competing with big consultancies has also come to pass (though it looks like at least one has lost its desirability as a partner after becoming too close to the wrong politically connected family).

32 - AdFocus 2017

Sir Martin Sorrell

Reg Lascaris

A leading marketing director says: “More than ever, I need my ad agency to think like a mixture between an accounting firm, a law practice and an advisory service.”

Most brands flourish best in a world of stable markets stripped of risk and uncertainty.

That certainly hasn’t been the case in 2017, at home or abroad.

WPP, the world’s biggest advertising and brand communications group, whose SA agencies include Ogilvy & Mather and J Walter Thompson, has blamed short-term business thinking for a terrible year. CEO Sir Martin Sorrell says: “In the last year or so, growth has become even more difficult to find, perhaps due to increasing social, political and economic volatility.”

The group says even the growth of the digital marketplace has been dogged by issues like fraud, fake news and lack of measurability.

Add to that the growing duopoly of Google and Facebook, plus the emergence of Amazon in so many new spheres.

WPP also blames “technological disruption, cheap money, activist investors and zero-based budgeting models, which focus incumbents on short-term profitability and cost control,” for putting companies off advertising and marketing.

Sorrell is also worried about an increasingly dog-eat-dog advertising environment in which rivals offer discounts and other inducements to win business. Not everyone will sympathise with his concern; the practice is called “competition”.

If rumours are true, however, it has taken a disturbing new turn in SA. It’s claimed that a major retailer whose account was out to pitch asked the incumbent agency for its best discounted price, before going to competitors and asking them if they could do the job at a better rate.

Speaking on the sidelines of the Cannes advertising festival, Sorrell told AdFocus practices like this could not last and would eventually result in poor financial performance and further consolidation.

He said the ad industry was “in danger of losing the plot”.

Not only has 2017 been one of the toughest recent years on record in SA, but some larger-than-life industry leaders have left the frontline.

Gary Leih, bullish former boss of Ogilvy in both SA and the UK, is stepping back from management at OFyt, the agency he co-founded in Cape Town, to let the next generation take over.

COMMENTARY & INSIGHT

Mike Abel

Gail Schimmel

Yossi Schwartz

Yossi Schwartz, the ebullient and outspoken head of Y&R SA, stepped down as chairman after 17 years. In future, he will devote much of his time to a company he set up some years ago, developing single-malt Scotch whisky.

He leaves with concerns about the state of the local ad industry. “I find it light on local talent and I don’t see much work with true SA flavour coming through,” he says. “This correlates with the lack of serious investment in local black talent."

Another icon, Reg Lascaris, has stepped back from TBWA\Hunt\Lascaris, the agency he started with John Hunt in 1983. The separation won’t be absolute, however, and he will remain involved in some activities.

The same is true for Keith Shipley, the co-founder of Net#work BBDO who this year stood down as chairman.

In an increasingly digitally driven advertising environment, things have changed dramatically since this trio started out. But as a younger rival agency boss pointed out: “While the age of huge billings and long client lunches is a thing of the past, these four epitomised the one thing that is often missing in the agency equation: real client service. They are all known for going to the ends of the earth to get the business and doing whatever it took to

keep it.”

The past year has been one of extensive account upheaval, particularly in the telecoms sector. MTN appointed the Omnicom Group as its integrated global agency and later Telkom moved its business from DDB to Wunderman, Demographica and Retail Insight.

The process was not without its problems.

Advertising’s representative body, the Association for Communication & Advertising (ACA), stepped in after complaints about unpaid Telkom pitches, the number of agencies invited and the short turnaround time on presentations.

After a brief flirtation with Ogilvy & Mather Cape Town, financial services group Allan Gray moved its account back to King James.

Arguably the biggest account news this year was the decision by Toyota SA to put its business out to pitch after more than 50 years with FCB Johannesburg. The automaker’s official line is that while the FCB relationship remains strong, the account is up for review “to ensure corporate compliance”.

No year is complete without an advertising industry scandal and the Advertising Standards Authority (ASA), duly provided one by being put into business rescue. The regulatory body has been in a parlous state for several years,

accused, at different times, of mismanagement, lack of transparency and allowing itself to be used as a tool by disgruntled individuals to settle scores against agencies and brands.

Under a new cost-cutting regime, 13 people were retrenched and interim CEO Gail Schimmel, who was head of legal affairs at the ASA 10 years ago, raised money from, among others, conglomerate Procter & Gamble and the Association for Responsible Alcohol Use. Schimmel says it’s in everyone’s interests for the ASA to survive. “If it fails, issues about advertising content will be heard by the courts and the national consumer tribunal, and the average cost to file a complaint will go from about R30,000 to hundreds of thousands.”

At the time of writing, the ASA was looking for a permanent CEO and launching a new funding model to keep it afloat.

All in all, the ad industry, according to one of its personalities, is likely to approach 2018 much like mixed martial arts fighter Connor McGregor did for his much-hyped fight against boxer Floyd Mayweather: “Full of confidence with the certain knowledge that it will be knocked down but determined to get up and fight another day.”

Jeremy Maggs AdFocus 2017 - 33

COMMENTARY & INSIGHT TOP ADVERTISING AGENCIES

Helping agencies win clients for keeps.

IAS. The Experts in Client:Agency Relationships Independent Agency Search and Selection Company

34 - AdFocus 2017

Phone: 010 594 0281 / 082 329 0079 johanna@agencyselection.co.za • www.agencyselection.co.za

COMMENTARY & INSIGHT

PUBLIC RELATIONS For whom the bell trolls The Bell Pottinger scandal has highlighted the issue of ethical communications. The industry needs to take the discussion further

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his year’s decision by the UK’s public relations regulatory body to expel Bell Pottinger because of its work in SA was a day to be remembered in the communications world.

It demonstrated the importance of communications with integrity, and the fact that there are consequences for not delivering it. The Public Relations Institute of Southern Africa (Prisa) welcomed the decision of its UK sister organisation, the PR & Communications Association (PRCA), to expel Bell Pottinger for breaching the association’s code of conduct.

The debate around ethical conduct in communications is not new but the Bell Pottinger saga has brought it into the public domain.

As communicators, it is our responsibility to stand for ethical, transparent and professional communication. The 2017 Global Communication Report stated that 36% of global PR professionals considered “alternative facts” and “fake news” to be having an impact on the industry.

Business communicators engage in activities that affect millions of lives every day.

Our moral compass dictates that we consider the social effect we have on those we communicate with, and the extent to which the information we share and campaigns that we run affect society.

As a global industry, can we accept the current perception that PR is all about deception, or do we fight to set the record straight? Do we acknowledge that recent events, the Bell Pottinger case in particular, are incompatible with the way professional communicators should conduct themselves while delivering on client briefs?

Ethics goes much deeper than these developments. Ethics is about what we do every day in the course of fulfilling the mandates given to us by our clients. But where do you draw the line? When does a client’s brief go too far?

PR practitioner Jason Nisse says of Lord Bell, the founder of Bell Pottinger: “When he ran it, he had the view that everyone was

Daniel Munslow

entitled to PR — a bit like being entitled to representation by a law firm. He managed to push the envelope of what is permitted in PR but stayed inside the envelope.”

One might certainly consider working with Belarusian dictator Alexander Lukashenko, Syria’s first lady Asma al-Assad, or former Chilean dictator General Pinochet, as “pushing the envelope”.

I suppose it’s a matter of perception — and we all know there is nothing more complicated than perception. Is it who you represent, or how you represent them?

Prisa has been at the centre of vigorous engagements with stakeholders on advancing the 2012 draft green paper on legislated self-regulation for the communication management profession. This contains two important elements: to drive an ethical code for all professionals to follow; and drive a self-regulated environment, where members can be investigated to safeguard the industry’s integrity.

There are three entries in the Prisa code of ethics, which bear specific reception: *2.6 “We shall conduct our professional lives in accordance with the public interest. We shall not conduct ourselves in any manner detrimental to the profession of public relations. *2.7 “We have a positive duty to maintain integrity and accuracy, as well as generally accepted standards of good taste. *2.8 “We shall not knowingly, intentionally or recklessly communicate false or misleading information. It is our obligation to use proper care to avoid doing so inadvertently.”

All Prisa members agree to abide by these codes. Because it can sanction only its members, Prisa is urging closer collaboration among communications industry bodies to ensure all professionals are aligned to ethical business practice.

Reflecting on the decision to expel Bell Pottinger, PRCA director-general Francis Ingham said: “Bell Pottinger has brought the PR and communications industry into disrepute with its actions, and it has received the harshest possible sanctions. The PRCA has never before passed down such a damning indictment of an agency’s behaviour. This outcome reflects the huge importance that the PRCA places on the protection of ethical standards in the business of PR and communications.”

So, is self-regulation in the SA PR industry necessary? Whatever your view, it is clear that now is the time to have the discussion.

Daniel Munslow Munslow is Prisa’s vice-president and director of MCC Consulting AdFocus 2017 - 35

COMMENTARY & INSIGHT

MEDIA TRENDS A measure of success or failure?

Recma, Adex, Nielsen, media measurement, cross-platform, TV, radio, audience, media publicity . . . Who cares?

D

iStock

o these measures and rankings really make a difference to clients selecting agencies? And do they tell the truth, anyway?

Despite speculation, and often negative comment, about the neutrality and independence of the evaluation process, most participating agencies do indeed care, particularly those affiliated to the six global media holding groups.

Their interest is particularly attracted by the Recma table on page 37.

To give some context, the six holding groups (see table, “The Big Six”) control seven media companies which, in turn, contain 16 globally represented media agencies.

So this sextet controls a significant majority of global media advertising spending.

The playing field is definitely not level for smaller, independent agencies fighting for survival in pitches against the giants. However, the market is changing and the rules of engagement shifting — possibly to the benefit of small, niche, independent media agencies.

What I find interesting is the degree to which independents — particularly those operating under the banner of global collectives like Local Planet — are starting to go

36 - AdFocus 2017

head-to-head with multinationals.

Recma’s ranking of global agencies’ 2016 performance shows OMD in top position with US$42bn of billings, 20% ahead of Mindshare, which is followed, in turn, by MediaCom, Carat and Starcom.

How does this compare to SA and what are the trends and drivers affecting activity here?

Recma shows OMD is also SA’s busiest agency, on $570m, but it’s The MediaShop in second place, ahead of Mindshare, MediaCom and MEC. Internationally, the gap between first and fifth ($42bn-$25.8bn) is about 38%. In SA ($570m-$158m) it’s over 73%.

WPP agencies take three of the top five SA rankings and four in the top 14. IPG has three on the longer list; Publicis, Dentsu Aegis and Omnicom two each; and Havas one. Eight of the 14 agencies grew their billings from a year earlier.

Recma is likely to reflect a very different set of results in next year’s table. There has been a heightened level of new business pitching this year, with major accounts moving among lead agencies.

Does this mean that clients are questioning their media agencies’ capability, value for

money or direct impact on business performance? Or is the local industry unduly affected by global pitches and reviews?

Either way, we know total advertising spend has not grown much in SA. Some clients have reduced marketing budgets substantially, with a negative impact on the media industry.

Clients are also forcing agencies into empowerment activities to bolster their own (clients’) BBBEE ratings.

Other factors changing the game for large, established media groups are the declining levels of trust between brands and agencies, the increase in the number of brands moving their budgets from agency owners to media owners, and clients taking media and advertising functions in-house.

A measurement I would like to see introduced is how much local agency business is a direct result of global alignment wins and what this means to SA agencies in terms of effort, pricing, profitability and not losing one’s shirt to global pricing and fee negotiations.

Craig Page-Lee Page-Lee is CEO of media and brand consultancy d-cifr

COMMENTARY & INSIGHT

THE BIG SIX

How a few control the many

RECMA OVERALL ACTIVITY 2016 - JUNE 2017

1: WPP (holding group) Group M (media company) Agencies: Maxus MediaCom MEC Mindshare

2: Publicis (holding group) Starcom Media Vest (media company) Agency: Starcom MV ZenithOptimedia (media company) Agency: ZenithOptimedia

3: Omnicom (holding group) Omnicom Media Group (media company) Agencies: OMD PHD

4: Dentsu (holding group) Dentsu Aegis Network (media company) Agencies: Carat Vizeum Dentsu Media

5: Interpublic - IPG (holding group) Mediabrands (media company) Agencies: Initiative Media UM BPN The MediaShop

6: Havas (holding group) Havas Media Group (media company) Agencies: Havas Media Arena

Rank

Industry shares 2016

Industry Agency brands shares 2015

Overall activity 2016 rounded US$ m

Growth rate 16/15 % rounded

Overall staff dedicated to the agency 2016

1

20,2%

20,3%

570

3%

175

2

16,2%

17,3%

457

-3%

157

3

12,5%

14,0%

353

-8%

145

4

10,6%

9,6%

299

15%

106

5 6 7

8,1% 5,6% 5,6%

8,6% 4,4% 5,1%

227 158 157

-3% 32% 12%

67 72 69

8

5,1%

4,5%

144

16%

59

9

4,8%

5,5%

135

-9%

46

10

3,5%

3,0%

98

-18%

37

11 12

2,9% 2,3%

3,4% 2,1%

83 66

-10% 16%

47 18

13

1,3%

1,1%

37

28%

11

14

1,2%

1,1%

35

21%

22

OMD / Omnicom Media Group The MediaShop / Mediabrands Mindshare / GroupM / WPP MediaCom / GroupM / WPP MEC / GroupM / WPP Zenith / Publicis Media Initiative / Mediabrands / PG PHD / Omnicom Media Group Carat / Dentsu Aegis Network Vizeum / Dentsu Aegis Network Starcom / Publicis Media Maxus / GroupM / WPP Havas / Havas Media Group UM / Mediabrands / IPG

Source: Research Company Evaluating the Media Agency Industry

iStock

Source: d-cifr

50 - SA Overall Activity 2016

AdFocus 2017 - 37

COMMENTARY & INSIGHT

AWARDS SHOWS How a sad man made a happy team So what if some people question the value of awards? With two grands prix for a KFC campaign, Ogilvy knows on which side of the fence it’s sitting

38 - AdFocus 2017

Roy Esterhuysen

F

or as long as brand communications awards shows have been around, one question has dominated: do they really matter?

Opponents say too much time and money is spent chasing fame and glory, usually at the expense of existing clients. Supporters of the argument for gathering shiny statues say that they help retain and attract advertising talent, and attract new clients. Plus, as an agency executive once famously said: “Those in the business of marketing dog food or toilet paper surely deserve one drunken evening in the spotlight.”

Iain Tait, executive creative director at the US-based Wieden+Kennedy agency, says: “We live in confusing and turbulent times. I don't know from day to day which way is up or what I'm supposed to be doing any more.

Having accolades that give overwhelmed and confused people like me a glimmer of a North Star is more important than ever.”

His counterpart at Grey London, Nils Leonard, says: “Awards can help an agency grow its reputation. They can help an agency hire better people. But ultimately they are at their most powerful when they motivate a generation to push themselves further.”

SA’s big awards showcase, the Loeries, had a distinctly regional bent this year, with outside entries garnering three of the event’s five grands prix. More than 3,000 entries were received — 20% of them from the rest of Africa and the Middle East.

In radio, Ogilvy & Mather Johannesburg won for its KFC campaign, “Sad Man Meals”.

In websites or microsites, Impact BBDO Dubai won for “Skip Friday 13”, a campaign for the Lebanese Lotto. In communication and design, Grid Worldwide was rewarded for Marble’s “Meat Made Luxury”. Nissan’s “Camelpower”,

by TBWA\Raad Dubai, won for its integrated campaign. And a print grand prix went to Y&R Dubai for The Cartel’s “Be Seen”.

The Loeries Hall of Fame welcomed Grid’s Nathan Reddy as its latest member and KFC CMO Mike Middleton was awarded the

Ogilvy & Mather Johannesburg and KFC celebrate their Loeries grand prix

marketing leadership and innovation prize.

The 2017 international awards year was wrong-footed by French-owned Publicis Groupe’s withdrawal from all awards and trade shows for one year, from July 1 2017.

Publicis Africa CEO Kevin Tromp says: “The decision announced at Cannes affects all awards shows for 365 days. Then we’ll be back.” Local Publicis agencies unable to compete include OwenKessel Leo Burnett, Publicis Machine, Saatchi & Saatchi, Saatchi & Saatchi Synergize and Liquorice. You’ll notice these agencies’ absence from the AdFocus categories.

SA agencies enjoyed an excellent showing at the Cannes Lions Festival of Creativity. In radio, Ogilvy Johannesburg earned a grand prix for the same KFC ad that won at the

Loeries. Egg Films director Terence Neale became the first SA director to win a grand prix, for an adidas commercial, “Original is never finished”.

The ad features a re-mixed version of the Frank Sinatra classic My Way, and juxtaposes creative and cultural legends with up-and-comers. Jury president Olivier Robert-Murphy, global head of new business at Universal Music Group, says: “It’s a mantra of creativity and that’s what the Cannes Lions is all about. It took the most overused song and totally reinvented it.”

Ogilvy’s Cannes grand prix (the ad also won gold) was its second in a row, having won for another KFC campaign in 2016. Other SA gold winners this year included Y&R SA and 7Films, in the health and wellness

COMMENTARY & INSIGHT category, for a campaign called Surf Shack — Chasing the Dragon; Grey Africa and Fine Tune Studios in radio, for client Duracell; Ogilvy Johannesburg in the film category for Cadbury; and Native VML and Egg Films for an Absolut Vodka campaign.

At the One Show Awards in New York, Johannesburg-based FCB Africa and Hey Papa Legend took a Gold Pencil for a Netflorist radio ad, which was also crowned “best of show” in radio.

SA’s own Apex Awards for effective advertising might not have the glamour and lustre of big creative shows but many people consider them more important. Campaigns don’t win for being pretty but by proving that campaigns do what they are meant to: improve clients’ market shares and profits.

The competition demands case studies with measurable impact. Apex is the property of the Association for Communication & Advertising (ACA), whose CEO Odette van der Haar says: “These are not awards for the sake of awards. They are given for campaigns that

demonstrate effectiveness in creativity. Apex judges look for campaigns that disrupt the clutter, have extensive reach and use mediums that resonate with the desired consumer.”

DDB SA won the only gold award, for a campaign for Telkom SA. Joe Public United took the most awards, winning two silvers and a bronze for campaigns for Jet, Clover and McCain SA respectively. Ironically, DDB lost the Telkom account shortly afterwards.

A special award for the entry that demonstrates the most ingenious response to limited advertising or research funds went to Net#work BBDO, for hygiene brand Libresse’s Vagina Varsity campaign.

Apex jury chairman Ivan Moroke says the winning campaigns demonstrate an “authentic relationship” between client and agency as well as a blurring of the lines between above-, below- and offline advertising. What still appears to exist, he says, are gender and racial stereotypes, which agencies and clients need to erase.

Public relations has shown huge growth in recent years and at the 20th Prism Awards, 73 campaigns were recognised, winning 18 golds, 30 silvers and 25 bronzes.

RocoMamas’ #ElectionBurger campaign, by Tribeca PR and Retroviral, scooped the top honours as SA campaign of the year.

Burson-Marsteller won the gold award for African network of the year.

Internationally, Clockwork Media was named African consultancy of the year at the Sabre awards in London.

While agencies basked in their glory in 2017, leading brands also had their night at the annual Sunday Times Top Brands Awards. For the first time, KFC won the grand prix as consumers’ overall favourite brand. Samsung and Shoprite were placed second and third respectively. The favourite business brand was once again Vodacom. Apple iPhone was second and Discovery Health medical scheme third.

Jeremy Maggs

THE LOERIES 2017 DESIGN Prize

Agency

Brand

Grand Prix

Grid Worldwide Branding Grid Worldwide Branding Hunt Lascaris Johannesburg Grid Worldwide Branding

Marble

Campaign Gold Gold Campaign Silver Campaign Silver Campaign Silver

Ogilvy Johannesburg Grid Worldwide Branding

Silver

Ogilvy Johannesburg

Silver

studioMAS Architects

Silver

Nando’s

Silver

Whitespace Creative

Silver

Hitchcock Michalski

Silver

Grid Worldwide Branding

Campaign Bronze

Publicis Machine

Campaign Bronze

Hunt Lascaris Johannesburg

DESIGN Product

Open-flame dining Marble Open-flame dining Goodbye Goodbye Malaria Malaria TBWA \ The TBWA \ The Disruption Disruption Company Company KFC KFC Family Bucket TBWA \ The TBWA \ The Disruption Disruption Company Company KFC KFC Family Bucket City of Johan- City of nesburg Johannesburg Council Chamber Nando’s Nando’s restaurants De Vry Spirit Range Distillery ProvidusBank Corporate Profile TBWA \ The TBWA \ The Disruption Disruption Company Company Red Bull Red Bull Studios Cape Town Goodbye Goodbye Malaria Malaria

DESIGN

Prize

Agency

Brand

Product

Prize

Agency

Brand

Product

Campaign Bronze Campaign Bronze Campaign Bronze Bronze Bronze

Grid Worldwide Branding Bi ersuite

Marble

Open-flame dining Sustainable cork poster Goodbye Malaria Zazi Box Smart

Cra Certificate Cra Certificate

Grid Worldwide Branding Grid Worldwide Branding & CyberGraphics King James Group

Marble

Open-flame dining Krugerrand Bullion Coins

Bronze

Bronze Bronze Bronze Bronze Bronze Cra Gold Cra Certificate Cra Certificate Cra Certificate Cra Certificate Cra Certificate

Sea Change

Hunt Lascaris Johannesburg Shi Joe Public TBWA \ Hunt Lascaris Durban Grid Worldwide Branding & Vertical Limit Productions Sunshinegun

Goodbye Malaria Zazi Tops at Spar Liberty

The Spanish Coalition Wicked Pixels Fortcom T/A Fort

African Bazaar Channel O Viacom/MTV Base Africa Qhubeka Marble

Wunderman SA Grid Worldwide Branding Superbalist.com

Nando’s

Liberty Thirst & Know Bar Nando’s PeriPeri Sauces Spaza Goods Channel O Viacom/MTV Base Africa Qhubeka Open-flame dining The Dakar Express Spaza Goods

Shi Joe Public

Superbalist. com African Bazaar Joe Public United Zazi

Zazi

Hunt Lascaris Johannesburg

Goodbye Malaria

Goodbye Malaria

The Spanish Coalition Shi Joe Public

Manifesto

Cra Certificate

Krugerrand

Sanlam

Financial Services

DIGITAL & INTERACTIVE Campaign Gold Campaign Gold Gold Campaign Silver Campaign Silver Campaign Silver Silver Silver

Native VML

HuffPost SA

HuffPost SA

Ogilvy Johannesburg KFC

KFC Soundbite

Ogilvy Johannesburg Viacom Ogilvy Cape Town Volkswagen South Africa Native VML Absolut

MTV Volkswagen Brand Absolut Vodka

Net#work BBDO

SCA

Ogilvy Cape Town King James Group

Volkswagen SA Sanlam

Silver Silver

Publicis Machine Publicis Machine

Rayhas Red Bull

Silver

Wunderman Qhubeka SA Ogilvy Johannesburg KFC

Libresse Pantyliners Volkswagen Brand National Savings Month Stones Red Bull Studios Cape Town Qhubeka

Campaign Bronze

KFC Soundbite

AdFocus 2017 - 39

COMMENTARY & INSIGHT THE LOERIES 2017 DIGITAL & INTERACTIVE

PRINT

Prize

Agency

Brand

Product

Prize

Agency

Campaign Bronze Prize Campaign Bronze Campaign Bronze Campaign Bronze Bronze

Ogilvy Cape Town

Volkswagen Brand Product Volkswagen Brand Brand

Campaign Bronze

Native VML

Volkswagen SA Brand Volkswagen SA Nedbank

King James Group

Sanlam

National Savings Month Banner

Ogilvy Johannesburg Global Public-private Partnership for Handwashing Joe Public Loveglove Medical 99c Winhall & De Stadler Abnormal Cra Homes

Entry Agency Ogilvy Cape Town

Bronze

J. Walter Thompson SANBS Cape Town King James Group Sanlam Investments Native VML Absolut

Bronze Bronze

Ogilvy Johannesburg KFC King James Group Sanlam

Bronze

Native VML

Bronze

Bronze Bronze

Edgars Fashion Native VML Nedbank Ogilvy Johannesburg KFC

Cra Gold

King James Group

Sanlam

Cra Certificate Cra Certificate

King James Group

Santam

Ogilvy Cape Town

Volkswagen SA

Smart Invest Absolut Vodka KFC Burrito My Choice Funeral Plan Edgars Summer Range 2016 Brand KFC Family Bucket My Choice Funeral Plan Safety Incubator Volkswagen Brand

OUTDOOR & OUT OF HOME Silver

Halo Advertising

Silver

Grey Advertising Africa J. Walter Thompson Organ Donor Cape Town Foundation Joe Public United One School at a Time Grey Advertising NSPCA Africa

Silver Silver Bronze

Jacaranda FM UJ EMS

Radio Station UJ EMS Save 7 Lives One School at a Time NSPCA Special Investigations Unit

PRINT Campaign Gold Campaign Silver Campaign Silver

Silver

Campaign Bronze Campaign Bronze

DDB

DDB FoxP2

Commission for Gender Equality Honda SA

National Geographic Kids Magazine J. Walter Thompson Zam-Buk

Young & Rubicam Hunt Lascaris Johannesburg

40 - AdFocus 2017

Commission for Gender Equality Honda Genuine Parts National Geographic Kids Magazine

Zam-Buk Medicated Ointment Gui Ling Yuan Herbal Tea Fang Tiger Brands Doom Insecticide

Campaign Bronze Campaign Bronze Campaign Bronze Bronze

Brand

Ogilvy Cape Town

Audi SA

Bronze

DDB

Wrigley

Bronze

J. Walter Thompson Marmite Cape Town Young & Rubicam Joburg Zoo

Campaign Cra Certificate Campaign Cra Certificate Campaign Cra Certificate

Young & Rubicam

STUDENT Product

Prize

School

Brand

Product

Globalhandwashing.org

Silver

Stellenbosch Academy of Design & Photography Vega School

National Autistic Society Fool

Human Resources

Silver Loveglove Condoms Diamond Ring

Silver The Ridge Audi Genuine Parts PK Chewing Gum Marmite Spread Johannesburg Zoo

Gui Ling Yuan Herbal Tea Fang

J. Walter Thompson Johnson & Cape Town Johnson

Reach Dental Floss

SHARED VALUE Campaign Gold Campaign Silver Campaign Silver Campaign Bronze

DevCom

Sappi Southern Africa Nando’s Chickenland Nando’s Net#work BBDO

SCA

Free WiFi for Africa NPC t/a Project Isizwe

TshWi-Fi TV

Silver

Silver

Silver

Silver Campaign Bronze Campaign Bronze Bronze Bronze Bronze

Social Mobilisation Nando’s Artists Society Libresse Pantyliners TshWi-Fi TV

Bronze Bronze

Bronze Bronze Bronze

STUDENT Prize

School

Brand

Product

Campaign Gold Campaign Gold

Vega School

The Red Cross Pearson

Clickbait

Gold

AAA School Of Advertising Cape Town Greenside Design Center College of Design Red & Yellow School of Logic and Magic Stellenbosch Academy of Design & Photography Vega

Gold

Campaign Silver Campaign Silver Campaign Silver Campaign Silver

Vega School

Stellenbosch Academy of Design & Photography

Bronze

Bronze

15% teacher pay gap petition Bees for Recyclable Wax Development Calendar

Bronze

Bronze Madimi

Publication

RAINN

Energade

End Sexual Violence Outdoor Experience Service Energade Lite

Longines

Watches

Bronze

Downhill Adventures

Bronze

Cra Gold Cra Gold Cra Gold Cra Gold

AAA School Of Advertising Cape Town AAA School Of Advertising Cape Town AAA School Of Advertising Cape Town AAA School Of Advertising Cape Town University of Pretoria AAA School Of Advertising Cape Town Stellenbosch Academy of Design & Photography Vega School Vega School AAA School Of Advertising Cape Town Red & Yellow School of Logic and Magic Stellenbosch Academy of Design & Photography Vega School Vega School

All-Night Print Shop Tokanya Dictionary and Own Brand associated collateral Papersmith & Biomimicry and Sons design book Papersmith & Book of Pasta Sons

Cuba Travel

A Travelers Board Game

N/A Nelson Mandela Foundation Pearsons Learning

N/A Gender Equality

Duolingo The Bar Keeper Kauai

Comedy Central Cape Town Mini Maker Faire Snuff Jack Parow Brandy Red & Yellow School The Angry of Logic and Magic Baker Muizenberg Stellenbosch SelfAcademy of Design promotion & Photography AAA School Of Exclusive Advertising Cape Books Town AAA School Of National Advertising Cape Geographic Town Stellenbosch Propvol Academy of Design & Photography AAA School Of Star Wars Advertising Cape Town BP AAA School Of Advertising Cape Town The Open Window NA The Open Window NA The Open Window NA The Open Window NA

Education

Duolingo Zulu The Bar Keeper Winter Warmer Menu Comedy Central Roast Indoor Posters & signage NTSU Brandy The Angry Baker Muizenberg Self-promotion

Tabloid Calendar Calendar

Self-serve breakfast filling station Starter Kit

Push Bike Water Transporter zine zine zine book

COMMENTARY & INSIGHT THE LOERIES 2017 STUDENT Prize

School

Brand

Campaign Cra Certificate Cra Certificate

North-West University

Mienke A Tale of Bredenkamp Superstitions

Cra Certificate Cra Certificate Cra Certificate

Red & Yellow School Earth of Logic and Magic Liberation Front The Open Window NA AAA School Of Advertising Cape Town The Open Window

Product

Manifesto book

zine

Own

Calculated Constructive

NA

zine

PR & MEDIA COMMUNICATION Prize

Agency

Brand

Product

Campaign Gold Campaign Bronze

M&C Saatchi Abel

Nando’s

Nando’s

Native VML

Absolut

Absolut Vodka

LIVE EVENTS, ACTIVATIONS & SPONSORSHIPS Gold

King James Group

Sanlam

Silver

Witch & Wizard

Nike Africa

Silver

Shane Vermooten

Bronze

Lucan Visuals

Bypass Movie Distell

Bronze

Mama Creative

Office of the Chief Rabbi of SA Distell

Cra Gold

Lucan Visuals

Cra Certificate Cra Certificate

Shane Vermooten

Bypass Movie Ogilvy Johannesburg MultiChoice DStv

Financial Services Nike Womens Training Bypass Movie Three Ships Whisky The Shabbat Project Three Ships Whisky Bypass Movie DStv

MEDIA INNOVATION Gold

Ogilvy Johannesburg KFC

Silver Bronze Bronze

Native VML HuffPost SA FCB Cape Town Cansa J. Walter Thompson Tabard Cape Town

Bronze

Net#work BBDO

MercedesBenz

KFC Family Bucket HuffPost SA Cansa Mosquito & Insect Repellent Smart

RADIO Grand Prix Campaign Gold Gold Gold

Ogilvy Johannesburg Grey Advertising Africa Hunt Lascaris Johannesburg The Odd Number

KFC Duracell

Double Down Duracell Duralock Flight Centre Student Flights Brand South Africa

TV, FILM & VIDEO

RADIO

Play Your Part

Prize

Agency

Campaign Silver Campaign Silver Campaign Silver Campaign Silver Campaign Silver Campaign Bronze

Ogilvy Cape Town

Campaign Bronze Campaign Bronze Campaign Bronze Campaign Bronze Bronze Bronze Campaign Cra Gold Campaign Cra Gold Cra Gold Cra Gold Campaign Cra Certificate Campaign Cra Certificate Campaign Cra Certificate Campaign Cra Certificate Campaign Cra Certificate Campaign Cra Certificate Cra Certificate Cra Certificate Cra Certificate Cra Certificate Cra Certificate Cra Certificate

Brand

Volkswagen SA Ogilvy Johannesburg KFC

Product

Prize

Agency

Brand

Product

Volkswagen Genuine Parts Virgin Mojito

Campaign Gold Gold

Native VML

Absolut

Absolut Vodka

Young & Rubicam

Safely Home

Gold

Y&R SA

Western Cape Government Surf Shack

Hunt Lascaris Johannesburg King James II

Pick n Pay

Christmas

Native VML

Absolut

Absolut Vodka

MTN SA

Brand

Silver

Metropolitan Republic 99c

Unicef

Silver

The Video Cartel

Silver

King James Group

Silver

Ogilvy Johannesburg MultiChoice DStv Ogilvy Johannesburg ABInBev

Unicef CyberBullying Fashion Designer National Savings Month DStv Explora

Hunt Lascaris Johannesburg The Odd Number

Flight Centre Student Flights

Joe Public

Jet

Back to School

Gold

FCB Africa

Steers

FCB Cape Town

Blooms Pharmacy Ma el

Ridiculously Thick Milkshakes Blooms Pharmacy Pictionary

Campaign Silver Campaign Silver Silver

BBC Lifestyle Hell’s Kitchen

Hunt Lascaris Johannesburg Tiger Brands Doom Hunt Lascaris Johannesburg Insecticide Ogilvy Johannesburg KFC KFC Family Bucket I see a Different You I see a Self Promotion Different You DDB Medal Paints Medal Paints Flight Centre Student Flights Hunt Lascaris Johannesburg Ogilvy Johannesburg KFC Double Down FCB Joburg Hunt Lascaris Johannesburg FCB Africa

Netflorist Netflorist Flight Centre Student Flights

Hunt Lascaris Johannesburg

Flight Centre Student Flights

Hunt Lascaris Johannesburg

Tiger Brands Doom Insecticide

FCB Africa

Cell C

FCB Africa

Cell C

Hunt Lascaris Johannesburg

Flight Centre Student Flights

Hunt Lascaris Johannesburg Hunt Lascaris Johannesburg FCB Joburg

Netflorist

DDB

Medal Paints Medal Paints

The Odd Number

Brand SA

The Odd Number

BBC Lifestyle Hell’s Kitchen

Campaign Bronze Campaign Bronze Campaign Bronze Campaign Bronze

Surf Shack Outreach Programme Flight Centre Student Flights

Superbalist. com Sanlam

Net#work BBDO

SCA

FoxP2

SPCA

Aqua / Wunderman

ShowMax

Castle Lager Libresse Maxi Pads SPCA

Campaign Bronze Campaign Bronze Campaign Bronze

Ogilvy Johannesburg Viacom

ShowMax video streaming MTV Base

J Walter Thompson

Ford SA

Ford Focus

Black River FC

The Voice Season 2

C Surance

Bronze Bronze

Net#work BBDO Joe Public

C Surance

Bronze Bronze Bronze

Joe Public Joe Public Net#work BBDO

Electronic Media Network Diageo Chicken Licken Panado Nedbank Unisa

Flight Centre Student Flights

Bronze Bronze Cra Gold

Arcade Content Y&R Labstore Egg Films

Nasty C Kra Heinz adidas

Flight Centre Student Flights

Cra Gold

Y&R SA

Surf Shack

Cra Gold

Egg Films

adidas

Cra Gold

Wicked Pixels

Björk

Cra Gold

Egg Films

Cra Gold Cra Certificate

Metropolitan 7Films

PernodRicard MTN SA Surf Shack

Cell C

C Surance

Netflorist

Play Your Part

Tusker Lager Hotwings Panado Brand Higher Education Nasty C Planters Nuts adidas Originals Surf Shack Outreach Programme adidas Originals Björk Vulnicura Album Absolut Vodka Brand Surf Shack

AdFocus 2017 - 41

COMMENTARY & INSIGHT THE LOERIES 2017 TV, FILM & VIDEO

SERVICE DESIGN

AFRICA & MIDDLE EAST

Prize

Agency

Brand

Product

Prize

Agency

Brand

Product

Prize

Agency

Cra Certificate Cra Certificate

Egg Films

PernodRicard Surf Shack

Absolut Vodka

Campaign Silver

BrightRock

BrightRock

Campaign Bronze

King James Group

Santam

BrightRock Owner’s Manual Safety Incubator

Campaign Silver Silver Silver

Cra Certificate Cra Certificate Cra Certificate Cra Certificate Cra Certificate Cra Certificate Cra Certificate

Egg Films

Impact BBDO Dubai La Libanaise Des Jeux Scanad Kenya Masculan Advantage Y&R Greenpeace Africa J. Walter Thompson Kinokuniya Novels J. Walter Thompson enti.ma Casablanca

Y&R SA

Cra Certificate Cra Certificate

Native VML

PernodRicard Superbalist. com PernodRicard Chicken Licken MercedesBenz Chocolate Tribe / Vero Investec Private Banking Absolut

Y&R SA

Surf Shack

Cra Certificate Cra Certificate Cra Certificate Cra Certificate Cra Certificate

Honeymoon Studios CBA

The Video Cartel Egg Films Joe Public Net#work BBDO Chocolate Tribe Wunderman SA

Surf Shack Outreach Programme Absolut Vodka Fashion Designer Absolut Vodka

C-Class Coupé Cabriolet Chocolate Tribe / Vero Investec Private Banking Absolut Vodka

Net#work BBDO

Diageo

Surf Shack Outreach Programme Money Management Tusker Lager

King James II

Pick n Pay

Christmas

Net#work BBDO

Unisa

Young & Rubicam

Western Cape Government

Higher Education Safely Home

King James Group

Sanlam

Native VML

Absolut

King James Group

Sanlam

Net#work BBDO

Diageo

Campaign Bronze

FoxP2

Ster-Kinekor

Geometry Global Cape Town & Ogilvy Cape Town Joe Public

Iziko Museums of SA Clover

Accenture King James Group

42 - AdFocus 2017

Momentum City Of Cape Town

Silver Bronze

Campaign Cra Certificate Cra Certificate

Grand Prix Silver

Silver

Bronze National Savings Month Absolut Vodka My Choice Funeral Plan Tusker Lager

Ster-Kinekor Theatres Iziko Slave Lodge Museum Fresh Milk

SERVICE DESIGN Campaign Gold Campaign Silver

Campaign Silver

Bronze

EFFECTIVE CREATIVITY Campaign Gold Campaign Bronze

Campaign Gold Gold

Hotwings

INTEGRATED CAMPAIGN Campaign Gold Campaign Silver Campaign Silver Campaign Bronze

AFRICA & MIDDLE EAST

Employee Benefits Website

Bronze Bronze Cra Gold Cra Certificate Silver Silver Campaign Bronze Bronze Grand Prix Campaign Gold Campaign Gold Campaign Silver Campaign Silver

Impact BBDO Dubai Law Andak Dam Y&R Dubai Interreligious Council of Bosnia and Herzegovina Impact BBDO Dubai Sydlexia

Blood Donation Platform One Book for Peace

Dyslexia Correcting Facility TBWA\RAAD McDonald’s McDonald’s TBWA\RAAD Amnesty AntiInternational Islamophobia initiative Impact BBDO Dubai Law Andak Blood Donation Dam Platform Y&R Dubai

Interreligious Council of Bosnia and Herzegovina Impact BBDO Dubai La Libanaise Des Jeux Y&R Dubai Association Tunisienne des Femmes Démocrates Memac Ogilvy Dubai Lenovo Middle East Ogilvy & Mather Ol Pejeta Africa Conservancy 7even Interactive Nil Limited Impact BBDO Dubai Mars Memac Ogilvy Dubai Nestle Middle East Memac Ogilvy Dubai Nestle Middle East Ogilvy & Mather Ol Pejeta Africa Conservancy Y&R Dubai Varuna Pumps Impact BBDO Dubai Pepsico Impact BBDO Beirut Zod Security Leo Burne Israel

Samsung

Y&R Dubai The Cartel Impact BBDO Dubai Visa Impact BBDO Dubai Mars

One Book for Peace

Loto Libanaise Women’s Rights

Gi of Time Ol Pejeta Conservancy Nil Snickers United 4 Healthier Kids United 4 Healthier Kids Ol Pejeta Conservancy Varuna Pumps 7Up Security Cameras Samsung Gear S3 The Cartel Visa Travel Insurance Snickers

Campaign Bronze Bronze

Campaign Cra Gold Campaign Cra Gold Campaign Cra Gold Campaign Cra Gold Campaign Cra Gold Campaign Cra Certificate Campaign Cra Certificate Campaign Cra Certificate Campaign Cra Certificate Campaign Cra Certificate Campaign Cra Certificate Cra Certificate Campaign Gold Campaign Silver Campaign Gold Campaign Silver Campaign Bronze Gold Gold Campaign Silver Silver

Silver Inbar Merhav G Creative Y&R

Steimatzky Book Store Mandevu Beard Care

Children books Sale Beard Wax

Bronze Campaign Bronze

Y&R Dubai

Brand

The Cartel

Impact BBDO Dubai Visa Inbar Merhav G Y&R Dubai

Steimatzky Book Store The Cartel

Impact BBDO Dubai Visa Creative Y&R

Mandevu Beard Care

Product Loto Libanaise Condom Pollution Awareness Novels Fashion and lifestyle online magazine The Cartel Visa Travel Insurance Book Sale The Cartel Visa Travel Insurance Beard Wax

J. Walter Thompson Toyota

Cars

J. Walter Thompson Kinokuniya Novels

Novels

J. Walter Thompson Boecker Dubai

Public Health Department

Impact BBDO Dubai Mars

Snickers

Impact BBDO Dubai MercedesBenz

Mercedes-Benz E Class

Scanad Kenya

Masculan

Condom

Safaricom

Safaricom

M-TIBA

Impact BBDO Dubai BRF

Sadia Frozen Foods Impact BBDO Dubai BRF Sadia Frozen Foods Ogilvy & Mather Ol Pejeta Ol Pejeta Africa Conservancy Conservancy Leo Burne Israel Burger King Burger King meal Leo Burne Samsung Sponsorship Ogilvy & Mather Ol Pejeta Ol Pejeta Africa Conservancy Conservancy Leo Burne Israel Samsung Gear S3 J. Walter Thompson enti.ma Casablanca Advantage Y&R

Yolo Condoms Impact BBDO Dubai Pepsico J. Walter Thompson Kinokunya Dubai

Fashion and lifestyle online magazine Condoms 7Up Bookstore

COMMENTARY & INSIGHT THE LOERIES 2017 AFRICA & MIDDLE EAST Prize

Agency

Gold

J. Walter Thompson Mada Masr Dubai Impact BBDO Cairo TECNO Mobile TBWA\RAAD Connect

Campaign Silver Silver

Campaign Bronze Campaign Bronze Campaign Bronze Campaign Bronze Bronze

Campaign Cra Gold

AFRICA & MIDDLE EAST

Brand

Product

Prize

Agency

Publication

Campaign Cra Certificate Campaign Cra Certificate Campaign Cra Certificate Campaign Cra Certificate Campaign Cra Certificate Cra Certificate Grand Prix Campaign Silver

Tablet

Impact BBDO Dubai Visa

Connect Internet Provider Visa

Impact BBDO Dubai Visa

Visa Gi Card

Impact BBDO Dubai Landmark Group Impact BBDO Cairo TECNO Mobile Cheil Worldwide Samsung Dubai Gulf Electronics Impact BBDO Dubai Landmark Group

Centrepoint Mobile Phone Corporate Image Centrepoint

Brand

AFRICA & MIDDLE EAST Product

Prize

Agency

Impact BBDO Dubai Landmark Group

Centrepoint

Campaign Bronze

Impact BBDO Dubai Landmark Group

Centrepoint

J. Walter Thompson Mada Masr Dubai

Publication

Campaign Bronze Campaign Gold

J. Walter Thompson Mada Masr Dubai

Publication

Campaign Silver

J. Walter Thompson Saudi Telecom Company Ogilvy & Mather Ol Pejeta Africa Conservancy J. Walter Thompson Saudi Telecom Company Impact BBDO Dubai La Libanaise Des Jeux

Impact BBDO Dubai Landmark Group

Centrepoint

Impact BBDO Dubai Mars

Snickers

TBWA\RAAD Y&R Dubai

CANNES LIONS 2017 Agency FCB Cape Town Grey Africa, Johannesburg Ogilvy & Mather Johannesburg Grid Worldwide, Johannesburg Native VML OpenCo – The Open Collaboration, Johannesburg Publicis Machine, Cape Town TBWA In Africa, Johannesburg TBWA\Hunt\Lascaris, Johannesburg Y&R SA, Cape Town

Grand Prix Gold Lion Campaign Gold Lion Campaign

1

1

Silver Silver Lion Lion Campaign 1 1

1 3 1

Total 3 1 4 1 6 1

1 1 1 4

1 1 1 8

1 1

1

1

2

1

3

Source: BizCommunity.com

ONE CLUB SHOW AWARDS 2017

SA winners

Company FCB / Johannesburg + Hey Papa Legend / Johannesburg FoxP2 / Cape Town FoxP2 / Cape Town + they / Johannesburg + TheWorkRoom / Cape Town Geometry Global / Cape Town + Ogilvy & Mather / Cape Town Geometry Global / Johannesburg + Ogilvy & Mather / Johannesburg Hero Strategic Marketing / Cape Town Hunt Lascaris / Johannesburg Hunt Lascaris / Johannesburg + Produce Sound / Johannesburg Joe Public United / Johannesburg King James Group / Cape Town MullenLowe / Johannesburg Net#work BBDO / Johannesburg Ogilvy & Mather / Cape Town Ogilvy & Mather / Johannesburg Ogilvy & Mather / Johannesburg + Gloo@Ogilvy / SA OpenCo - The Open Collaboration / Johannesburg OpenCo - The Open Collaboration / Johannesburg + Howard Audio / Johannesburg VML SA / Cape Town Y&R SA / Cape Town Y&R SA / Cape Town + 7Films / Cape Town

Gold 1

Bronze

Silver

Merit

Total 1 1

1 1

1 1 2 1 5 1 1 2

1 1

1 2 1 6 1 2 2 2 3 2 8 2 3

2 3 2 4 1 1

4 1 2 1

1

1

1 1

1 1

1

Product Coverage

Ol Pejeta Conservancy Broadband

Loto Libanaise

APEX 2017

Nissan Automotive Interreligious One Book for Peace Council of Bosnia and Herzegovina

Bronze Bronze Lion Lion Campaign 1

Brand

Agency Gold DDB SA 1 FoxP2 Geometry Global J Walter Thompson Cape Town Joe Public United M&C Saatchi Abel M&C Saatchi Abel Cape Town Net#work BBDO Ogilvy & Mather Johannesburg TBWA\Hunt\Lascaris Johannesburg

Silver

Special Award

Bronze

1 1 1 2

1 1

1 1 2

1

1

CREATIVE CIRCLE Ad of the month (Jun - Aug 2017) Agency 1st DDB SA 1 FCB Johannesburg FCB Africa 1 FCB Cape Town Havas Johannesburg J. Walter Thompson Johannesburg J. Walter Thompson Cape Town Joe Public King James Group 2 Native VML Ogilvy & Mather Cape Town Ogilvy & Mather Johannesburg TBWA\Hunt\Lascaris Johannesburg 1

2nd 2 1

3rd 1

1 1 1 1 5

3 1

1 1 2 1

Source: Creative Circle

D&AD Awards 2017 Agency DDB SA FCB Joburg FoxP2 Cape Town FoxP2 Design Geometry Global Cape Town and Ogilvy & Mather Cape Town Hunt Lascaris Johannesburg Native VML SA Ogilvy & Mather Cape Town Ogilvy & Mather Johannesburg

Graphite Pencil

Wood Pencil 1

1 1 1 2 1

1

2 1 1 1

AdFocus 2017 - 43

by the waY X&`"lso dO` soMe adVeRtIsiNg

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Don’t sell your brand, embed it in culture. +27 11 502 4600

44 - AdFocus 2017

COMMENTARY & INSIGHT

THE MEDIA LANDSCAPE Internet secrecy masks true growth

iStock

New media research is providing a clearer picture of who’s doing what, when and where, but absolute clarity is still some way off

T

he SA entertainment and media (E&M) industry enjoyed yet another year of double-digit growth in 2016, with total revenue rising 10.7% to R132.7bn. Growth was not consistent across categories, however, with some of the biggest increases in areas that barely existed a decade ago.

The figures are contained in the PwC Entertainment & Media Outlook: 2017-2021, An African Perspective.

It reports that E&M’s rise is driven by “new media” categories. Internet grew 22.8%, video games 15.1%, and TV and video 10%. E-sports surged 52.3%, and though virtual reality (VR) was measured for the first time this year, it is expected to expand by 182.8% next year.

PwC partner Vicky Myburgh says: “Though there are continued and justifiable concerns among E&M companies that the Internet has created an expectation of free content for consumers, there are pockets of extremely successful consumer revenue opportunities enabled by its proliferation.” These include video-on-demand, music streaming, gaming and VR. She predicts that by 2021, E&M revenue will reach R177.9bn — R45.2bn more than 2016.

While figures like these provide the industry with a holistic view of growth patterns, those who operate within the shifting sands of the media sector understand that no statistics are as simple as they appear.

Nielsen’s Ad Dynamix, for example, puts the

total growth of 2016 adspend across the country at 7.9%. But this excludes Internet spending, due to the lack of “representative industry data”.

Some analysts say the figure for the first half of 2017 is about 4% — a figure that independent media consultant Britta Reid says may overstate the real picture. But, again, the numbers exclude the Internet.

“Unfortunately, no-one has those numbers,” says World Wide Worx MD Arthur Goldstuck.

“Facebook and Google dominate digital advertising in SA and neither of them discloses numbers.”

While there is no doubt that digital spend is on the increase, the media industry as a whole remains under pressure, globally and locally.

AdFocus 2017 - 45

Reasons include politics and economics but the biggest cause is the breakneck speed at which the world is changing.

In a brave attempt to capture the realities of this change and how it affects the media sector, the local industry has launched a new “multipurpose, multimedia survey”. The establishment survey, or ES, is intended to provide context by measuring media consumption across the population through not only viewing, listening and reading but also the use of “devices” such as TV, radio, print, computer, cellphone and tablet.

“It is the first truly platform-agnostic, cross-media survey in SA,” says Reid.

It also offers a truer reflection of SA society.

The old Amps research reflected 53.8% black respondents. But blacks account for 78% of the adult population. “Such a divergence can only deliver skewed data, which no amount of post-fieldwork weighting can correct,” says Reid.

What this means is that new audience measurement surveys — Tams, Rams and Pams for TV, radio and publishers respectively — are more representative of media consumption patterns.

Not everyone is convinced of the usefulness of ES. Industry stalwart Gordon Muller says: “Our understanding of media has totally outstripped the whole Amps-ES annual survey. Media owners are producing more and more insights from agile, small-scale data being produced real-time. Creating macro perspectives in an age of hyperpersonalisation is like reverting back to the Model-T Ford.” But he concedes that the surveys yield useful information.

So what are the country’s media habits?

South Africans remain TV fanatics, with the medium reaching 90% of the population every day and 95% every month. This is the result, says Reid, of its easy access and relative cheapness.

Muller adds that while 98% of daily TV viewing is on a TV set in the home, 13% of 15-24-year-olds watch on a mobile device.

“The trend is not news but the quantification is,” he says.

SA TV consumption habits still lag those of Europe and North America by about a decade, says Reid.

Cinema is a niche medium, with only 5% of the population having visited in the past three months.

Radio reaches 70% of the population every day and 87% over the month. Once again, its availability and low cost are the main selling points.

46 - AdFocus 2017

iStock

COMMENTARY & INSIGHT

“South Africans have keenly embraced the mobility of radio, with 87% of people who have listened in the past month doing so on a traditional radio set or hi-fi, 75% in a private or public vehicle, 44% on cellphones and 26% on TV, underscoring the growing popularity of the DStv audio channels,” says Reid.

She adds that the pattern of radio listenership is changing. Listenership still peaks during traditional drive times (mainly rush-hours) but there is a trend towards listening throughout the day.

Reading, on the other hand, is taking strain.

Muller says: “It has declined massively, from 88% to 42% in a six-month period. Reading numbers have caught up with the reality of declining circulations and defunct titles.”

He adds: “Generally speaking, one in four readers of magazines or newspapers is now reading on a cellular device. But the vast majority who do read are still consuming the printed edition. So we’re not at the either-or stage yet.”

According to Reid, 90% of newspaper and 81% of magazine readers are sticking to the traditional print format. Only 20% read either format on their cellphones and 10% on desktops or laptops. Tablet use is even less.

“What stands out is that the duplication between consumers reading both the online version and printed version of magazines is only 19%,” says Associated Media Publishing media strategist Karen Phelan. “Marketers need to target magazines’ total audience rather than one group or the other.”

Digital media consumption is benefiting from improved Internet access. In a typical month, says Reid, about 50% of South Africans go online. About 90% used cellphones, 24% desktops or laptops and 11% tablets.

According to the 2017 SA Social Media Landscape report, Facebook numbers have increased from 14m users in 2016, to 16m in 2017. Twitter users are up from 7.7m to 8m, LinkedIn from 5.5m to 6.1m, and Instagram from 3.5m to 3.8m.

Publicis Machine MD Wimpie le Roux says South Africans spend more than five hours online each day, with 85% of Facebook using their mobile phone.

“Mobile is a key focus,” says Sonet Geyer, head of digital media at Hellocomputer. “We all

have the Internet in our pocket. It’s our go-to tool, everywhere and at any time. User behaviour has changed, so have consumption patterns, and attention spans have become shorter.”

The out-of-home (OOH) sector has held its own over the past year, with Ad Dynamix figures reporting that it retained its 3.9% market share.

Ivor Chalmers, head of OOH at the OMD group, says: “Innovation is on the increase to create engagement with consumers and leverage social media opportunities but these are often very expensive to implement effectively. Well-executed innovation is still lacking in SA.” Muller says a number of general media trends are emerging. One is the shift to online video and video-on-demand services like ShowMax and Netflix. As a result, says OMD insights head Stephanie Sullivan, the next “great step” for media planners will be to plan across multiple platforms and devices.

Phelan says: “Content engagement is huge, with audiences engaging with us like never before. Editors and content teams, at the forefront of this, are seeing huge benefits and growth. But converting this value into advertising rands is still a challenge.”

One of the most unexplored opportunities is what has been called “dark social” — effectively social media sharing that can’t be accurately tracked by Web analytics platforms, says Publicis’ Le Roux. He says this may “present newer, more streamlined avenues for businesses to speak directly to people”.

He adds: “Also watch out for micro trends that represent first-to-market opportunities for brands, such as incentivised crowd-sourced mobile research; in-app, geolocated advertising; and the rise of the personal, digital brand.”

Geyer cautions advertisers against concentrating too hard on technology, at the expense of what is really important.

He quotes US academic Henry Jenkins, who said: “Our focus should not be on emerging technology but on emerging cultural practices. We live in an era of rapid technological advancement but, as advertisers, our focus should be on how this changes human behaviour and media consumption.

Only by understanding and keeping up with our consumers and how our brands and clients can enrich their lives, will we succeed as advertisers.”

Kim Penstone Penstone is a freelance journalist

AdFocus 2017 - 47

OMD

OMD

CONTENTS 3. Map of SA, provinces & capitals 4. Population profile of SA 5. Access to media Change in media opportunities Telecommunications summary 6. Adspend: ○ In millions ○ Categories Key indices: 2007-2017 7. Television stations TV performance 8. Daily newspapers Major weekly newspapers 9. Consumer magazines 10. Local newspapers Business to business 11. Radio stations 12. Out of home Cinema

13. Online media Social media Mobile advertising E-newsle ers

14.

15.

16.

17.

18.

19.

20.

21.

22.

23.

24.

Country specific data Angola Botswana Democratic Republic of Congo (DRC) Malawi Mauritius Mozambique Namibia Lesotho Seychelles Swaziland Tanzania Zambia Zimbabwe

OMD MEDIA FACTS 2018 - INTRODUCTION Welcome to the 2018 edition of OMD Media Facts which provides media data and market demographics for South Africa and the SADC region. Once again we are delighted to partner with Financial Mail’s annual Adfocus a celebration of excellence in, and analysis of, the advertising industry in South Africa.

2017 has been a challenging year in terms of the broader South African economy on a macro level and this drops down directly to consumer behaviour on the ground. Advertisers have to work ever harder for market share and their customer’s a ention. Data is the key in understanding what is going on and how to react.

Many clients now also see the opportunities that exist outside our borders and are pushing into growth markets across the continent. Once again, accessing reliable data is an essential prelude to making such a commitment.

OMD, as part of the broader Omnicom Media Group, have the largest and most integrated network in the Sub-Saharan region so we are able to lead the way in the provision of market intelligence, in-country resource and accountability.

To back up the claims, OMD was awarded “Global Media Network of the Year” at the Cannes Advertising Festival in June 2017, a fantastic acknowledgement of our reach and expertise.

L-R : Julio Rodrigues - OMD SA Unit Director, Marco Santos - OMD SA Managing Director, Josh Dovey Gary Westwater - Omnicom Media Group SA CFO, CEO Africa Josh Dovey - Omnicom Media Group SA CEO. Omnicom Media Group SA. 2 • OMD Media Facts

48 - AdFocus 2017

November 2017

MEDIA MEDIA FACTS FACTS SOUTH AFRICA Background

A er rule by various Boer republics and the British the resulting Union of South Africa (1910) and Republic (1961) operated under a policy of the separation of the races.

The 1990s brought an end to apartheid politically and in 1994 black majority rule.

Export partners

China (9), USA (8), Germany (6), Botswana (5), Japan (5), Namibia (5), UK (4)

Exports

Gold, diamonds, platinum, other metals and minerals, machinery & equip.

Climate

Mostly semiarid; subtropical along east coast; sunny days, cool nights in interior

Imports FOB

US$85.0bn (2016 est.), world rank: 35

Terrain

Vast interior plateau rimmed by rugged hills and narrow coastal plain

Import partners

China (18), Germany (11), USA (7), India (5)

Resources

Gold, chromium, antimony, coal, iron, manganese, nickel, phosphates, tin, rare earth elements, uranium, diamonds, platinum, copper, vanadium, salt, natural gas.

Imports

Machinery & equip., chemicals, fuel, scientific instruments, food

Currency

Rand (ZAR)

US$1=

13.01 (12/09/2017); 12.76 (2015)

Land area

1,219,090 km2, world rank: 25

Land use

Agricultural: 79.4% inc arable: 9.9%, permanent crops: 0.3%, permanent pasture: 69.2%

Population

55.0m (2016), world rank: 24, growth: 1.6% pa.

Urbanisation

64.8% of total population (2015)

Age structure

0-14 years: 28.3%, 15-24 years: 18.1%, 25-54 years: 41.4%, 55-64 years: 6.6%, 65+ years: 5.6%

Ethnic groups

Black African: 80.2%; White: 8.4%; Coloured: 8.8%: Indian: 2.5%

Languages

Limpopo Province Polokwane

Literacy

15+ read/write: total: 94.3%, male: 95.5%, female: 93.1% (2015 est)

HIV/Aids

18.9% (2016 est.), world rank: 4

Income per capita

US$5,480 (2016 est), world rank: 82

Income share

Highest 20%: 68.9% of income, GNI Index: 63.4

GDP

US$294.8bn (2016 est.), world rank: 37, growth -7.1% on 2015

North Johannesburg Gauteng West Upington

Nelspruit

Mpumalanga

Free State

KwaZulu Natal

Welkom

Kimberley

Pietermaritzburg

Bloemfontein

Northern Cape

Durban

Eastern Cape Bhisho Mthatha Stellenbosch

Exports FOB

Pretoria

Mahikeng

Zulu: 22.7%, Xhosa: 16.0%, Afrikaans: 13.5%; English: 9.6%, Pedi: 9.1%, Tswana: 8.0%, Sotho: 7.6%, Tsonga: 4.5%, other: 9%.

Kruger National Park

Cape Town

Grahamstown

Western Cape

East London Port Elizabeth

George

US$83.2bn (2016 est.), world rank: 38

Source: World Bank/CIA World Book

PROVINCES & CAPITALS Province

Capital

Dominant Language (%)

Eastern Cape Free State Gauteng KwaZulu-Natal Limpopo Mpumalanga North West Northern Cape Western Cape Total

Bhisho Bloemfontein Johannesburg Pietermaritzburg Polokwane Nelspruit Mahikeng Kimberley Cape Town

Xhosa S. Sotho Zulu Zulu N. Sotho Swazi Tswana Afrikaans Afrikaans

78.8 62.2 19.8 77.8 52.9 27.7 63.4 68.0 55.3

Area

Population#

(Km2)

(%)

(000)

168,966 129,825 18,178 94,361 125,754 76,495 140,882 372,889 129,462 1,256,812

13.4 10.3 1.4 7.5 10.0 6.1 11.2 29.7 10.3 100

6,498.7 2,866.7 14,278.7 11,074.8 5,778.4 4,444.2 3,856.2 1,214.0 6,510.3 56,521.9

GDP+ (%) 11.5 5.1 25.3 19.6 10.2 7.9 6.8 2.1 11.5 100

(%) 7.8 5.1 34.1 16.0 7.2 7.5 6.5 2.1 13.6 100

This table reads: Eastern Cape's capital is Bhisho, its dominant language is Xhosa (78.8% of the population), it has 13.4% of the area of South Africa, 11.5% of population and 7.8% of GDP. # STATS SA mid 2017 estimates. + Regional estimates of GDP 2015.

Source: South Africa Yearbook 2015/16, Statistics South Africa.

OMD Media Facts

November 2017 • 3

AdFocus 2017 - 49

OMD

OMD

POPULATION PROFILE (ADULTS 15+)

DEMOGRAPHIC TOTAL

‘000 38,760

% 100.0

30,572 3,677 990 3,521

78.9 9.5 2.6 9.1

18,753 20,007

48.43 51.6

9,503 9,406 9,606 10,246

24.5 24.3 24.8 26.4

ETHNIC GROUP African Black White Indian or Asian Coloured

AGE 15-24 25-34 35-49 50+

‘000 % 38,760 100.0

MAJOR MUNICIPALITY

GENDER Men Woman

DEMOGRAPHIC TOTAL City of Johannesburg (Gauteng) City of Tshwane (Gauteng) Ekurhuleni (Gauteng) eThekwini (KwaZulu Natal) Buffalo City (Eastern Cape) Nelson Mandela Bay (Eastern Cape) City of Cape Town (Western Cape) Mangaung (Free State)

3,994 2,559 2,263 2,662 622 877 2,946 577

10.3 6.6 5.8 6.9 1.6 2.3 7.6 1.5

% 100.0

HOUSEHOLD INCOME (pm)

Literate Partially literate Illiterate

36,659 1,195 906

94.6 3.1 2.3

443 1,236 1,954 14,128 15,752 1,488 1,801 597 1,362

1.1 3.2 5.0 36.5 40.6 3.8 4.7 1.5 3.5

EDUCATION

R0-R4,999 R5,000-R9,999 R10,000-R19,999 R20,000-R39,999 R40,000-R59,999 R60,000+

18,527 9,487 6,545 2,993 764 444

47.8 24.5 16.9 7.7 2.0 1.2

DEMOGRAPHIC TOTAL

‘000 38,760

% 100.0

10,201 7,240 4,636 4,578 3,628 3,024 2,631 1,977 844

26.3 18.7 12.0 11.8 9.4 7.8 6.8 5.1 2.2

LSM 1 LSM 2 LSM 3 LSM 4 LSM 5 LSM 6 LSM 7 LSM 8 LSM 9 LSM 10

159 618 1,641 5,279 8,546 13,031 4,146 2,048 2,149 1,144

0.4 1.6 4.2 13.6 22.1 33.6 10.7 5.3 5.5 3.0

‘000 % 38,760 100.0

LITERACY ‘000 38,760

‘000 % 38,760 100.0

LSM

DEMOGRAPHIC TOTAL

DEMOGRAPHIC TOTAL

DEMOGRAPHIC TOTAL

None/no formal schooling Some primary school Primary school completed Some high school Matriculated University incomplete University completed Post-graduate qualification Any other post-matric qualification

DEMOGRAPHIC TOTAL

‘000 % 38,760 100.0

LANGUAGE SPOKEN MOST OFTEN AT HOME Zulu Xhosa Afrikaans English Sesotho Sepedi Setswana Tsonga Venda Swati Ndebele Other

10,006 5,966 4,773 4,068 3,725 3,515 3,111 1,397 913 725 424 138

25.8 15.4 12.3 10.5 9.6 9.1 8.0 3.6 2.4 1.9 1.1 0.4

32,579 9,130 11,716 6,437

84.1 23.6 30.2 16.6

PROVINCE Gauteng KwaZulu-Natal Eastern Cape Western Cape Limpopo Mpumalanga North West Free State Northern Cape

DEMOGRAPHIC TOTAL AREA CLASSIFICATION Metro Urban Rural

This table reads: According to BRC PRC Establishment Survey Jul-Dec 2016 the South African adult population is 38,76m.

Of these 30,572m (78.9%) are Black, 3.677m (9.5%) are White. *Note: Work Status reflects higher Work Full Time numbers than previous surveys and official statistics and is considered by some to be over-optimistic.

Source: BRC PRC Establishment Survey Jul-Dec 2016.

4 • OMD Media Facts 50 - AdFocus 2017

‘000 % 38,760 100.0

November 2017

15,873 11,098 11,789

41.0 28.6 30.4

READ & UNDERSTAND English Zulu Afrikaans Xhosa

DEMOGRAPHIC TOTAL

‘000 38,760

% 100.0

14,292 4,397 1,589 7,650 1,913 5,023 4,077

36.9 11.3 4.1 19.7 4.9 13.0 10.5

WORKING STATUS* Working full-time Working part-time Housewife/househusband/home executive Not working - looking for work (unemployed) Not working - not looking for work Student Retired

MEDIA FACTS MEDIA CONSUMPTION (ADULTS AGED 15+) Population (000)

All races 38,760 (%)

Black 30,572 (%)

Coloured 3,521 (%)

Indian 990 (%)

White 3,677 (%)

YESTERDAY Television Radio Internet Newspaper/newspaper articles online Magazine/magazine articles online Cinema

89.8 69.9 38.8 11.0 3.9 0.2

89.3 70.9 36.8 9.3 3.7 0.2

90.5 55.6 35.7 15.3 4.0 0.2

92.7 64.7 37.6 16.5 3.6 0.0

92.2 76.9 59.0 19.3 5.5 0.5

IN THE LAST WEEK Television Radio Internet Newspaper/newspaper articles online Magazine/magazine articles online Cinema

93.3 83.3 46.9 27.1 10.9 0.7

93.0 83.9 44.3 24.0 9.5 0.5

94.1 73.2 43.5 36.2 12.6 0.3

94.9 84.3 52.4 39.7 13.9 2.0

95.3 87.4 70.3 41.2 20.5 2.5

IN THE LAST MONTH Television Radio Internet Newspaper/newspaper articles online Magazine/magazine articles online Cinema

94.6 86.9 49.3 32.6 17.0 2.8

94.2 87.6 46.5 29.6 15.1 1.8

95.6 77.9 47.2 42.0 19.9 2.1

96.2 87.5 54.7 43.3 20.1 7.5

96.1 89.1 73.7 45.3 29.1 10.4

IN THE LAST 3 MONTHS Television Radio Internet Newspaper/newspaper articles online Magazine/magazine articles online Cinema

95.5 88.4 50.6 35.2 20.0 5.1

95.2 89.1 47.8 32.4 17.9 3.6

96.3 80.1 48.0 45.1 23.4 4.4

96.2 89.8 55.2 43.6 23.7 12.5

96.6 90.3 75.0 47.0 34.0 16.9

This table reads: According to BRC PRC Establishment Survey 89.8% of the adult population of 38.76m viewed TV yesterday. The proportion was highest amongst the Indian/Asian population (92.7%) and lowest amongst the Black (89.3%). Over 3 months TV was viewed by 95.5% of the adult population.

Source: BRC PRC Establishment Survey 2016 (Jul-Dec 2016), population adults aged 15+

CHANGE IN MEDIA OPPORTUNITIES Medium TV stations (linear channel) Radio stations Daily newspapers Major weeklies Consumer magazines & newspapers Business to business periodicals Community/local newspapers & magazines Internet websites#

Dec Dec Mar Marc Oct Oct Oct Sep 1991 2004 2008 2010 2012 2014 2016 2017 7 34 22 25 250 300 N/a

67 117 18 25 550 640 330

85 135 21 29 690 775 475

1

51m

172m

100 138 21 26 655 700 470

180 215 22 28 600 650 480

300 245 22 27 590 630 495

206m 697m 968m

320 270 22 27 525 550 500

300 260 22 27 470 525 500

1bn 1,2bn

This table reads: There were 7 TV channels in 1991. In September 2017 there were 300. Comment: TV: includes commercial and non-commercial Free-to-air, DStv, local, StarSat & OpenView stations.

Radio: estimated to be actively broadcasting in the month.

Print media: dailies and weekends exclude regional supplements/business editions. Consumer and Business to Business is estimated total opportunities offered. Community/local includes magazines with local content and distribution # According to InternetLiveStats the number of websites has increased from 1 in August 1991 (the founding website) to over 1bn in 2016. The stats have not been updated for 2017, but various sources estimate 1,2bn websites in 2017 with over 75% thought to be inactive parked domains. InternetLiveStats found over 31,4m registered IP addresses of all types in South Africa. According to the same source in 2015 there were over 3 bn internet users worldwide, an average of 3.7 users per registered domain.

Source: Media Manager

TELECOMMUNICATIONS & ONLINE South Africa 6.2 Telephone lines per 100 people (2016) 142.4 Mobile subscribers per 100 people (2016) 98% Population covered by min. 3G mobile 54.0 Internet users per 100 people (Jun 2017) 2.84 Fixed broadband per 100 people (2016) 23.4 Households per 100 with computer 50.6 Households per 100 with internet access 78% Web traffic share: mobile 21% Web traffic share: desktop 27% Active social media users per 100 people 2h54m Average daily social media use .za Country code SOURCE: World Bank, ITU, Internet World Stats

OMD Media Facts

November 2017 • 5

AdFocus 2017 - 51

OMD

OMD

ABOVE-THE-LINE ADSPEND (Rm) Net of agency commission Category

2007

Daily newspapers Weekly newspapers Local newspapers Consumer magazines Trade, technical, financial Total Print TV Radio Cinema Out of Home Direct mail (unaddressed) Internet Total

2012

2014

Rm

%

Rm

%

2,950 1,181 1,292 1,765 428 7,617 7,832 2,476 300 970 117 227 19,538

15.1 6.0 6.6 9.0 2.2 39.0 40.1 12.7 1.5 5.0 0.6 1.2 100.0

3,189 1,567 1,594 1,640 453 8,443 13,484 4,344

11.2 5.5 5.6 5.8 1.6 29.8 47.5 15.3

1,334 75 695 28,375

4.7 0.3 2.4 100.0

2016

Rm

%

Rm

%

2,985 1,464 1,684 1,590 386 8,108 16,091 5,032 406 1,389 119 1,021 32,166

9.3 4.6 5.2 4.9 1.2 25.2 50.0 15.6 1.3 4.3 0.4 3.2 100.0

3,011 1,191 1,639 1,300 346 7,486 21,221 6,121 436 1,421 126 550 37,362

8.1 3.2 4.4 3.5 0.9 20.0 56.8 16.4 1.2 3.8 0.3 1.5+ 100.0

July 2016-June 2017 Rm % 3,020 1,220 1,972 1,290 338 7,841 21,486 6,506 420 1,350 146 384 38,134

7.9 319.9 5.2 3.4 0.9 20.6 56.3 17.1 1.1 3.5 0.4 1.0+ 100.0

This table reads: According to Nielsen's Ad Dynamix, TV accounted for R7,832m (40.1%) of the total of R19,538m spend net of agency commission in 2017. TV rose to R21,486m (56.3%) of the R38,134m spend net of agency commission between July 2016 and June 2017. Rounding off occurs. + Cinema: change of methodology; Internet: not reported wef March 2017 due to deteriorating numbers of submi ing sites. Source: Nielsen Media Research's Ad Dynamix.

ABOVE-THE-LINE ADSPEND by category Net of agency commission Category Retail Financial services FMCG - Health & beauty Automotive Multimedia Travel, sport & leisure FMCG - Beverages FMCG - Food Professional services Government, education, health FMCG - Homecare & homeware Social responsibility, welfare Business to business, industrial Media adv., promotions FMCG - Baby care Small display FMCG - Pets & pet care FMCG - Tobacco & related Total

2007 %

2012 %

2014 %

2016 %

July 2016-June 2017 Rm %

24.6 11.7 8.0

21.9 13.7 9.8 9.4 8.5 5.2 6.5 5.1 3.1 3.6 2.8 3.0 3.8 2.2 0.4 0.8 0.1 0.1 100.0

23.5 17.0 8.0 9.2 7.5 5.0 6.4 4.6 3.3 3.6 3.0 2.7 2.6 2.2 0.4 0.6 0.1 0.0 100.0

22.3 18.1 9.3 7.9 7.0 6.1 6.7 4.6 3.4 3.7 2.6 2.6 2.3 2.1 0.6 0.4 0.1 0.0 100.0

8,674 7,080 3,590 2,996 2,634 2,448 2,407 1,816 1,366 1,223 997 952 798 724 217 138 69 7 38,134

14.6 6.1 3.7 7.3 4.2 15.8 2.8 1.2 0.0 100.0

22.7 18.6 9.4 7.9 6.9 6.4 6.3 4.8 3.6 3.2 2.6 2.5 2.1 1.9 0.6 0.4 0.2 0.0 100

This table reads: According to Nielsen's Ad Dynamix, above the line advertising expenditure, net of agency commission, on Retail was R8,674m between July 2016 and June 2017 yielding 22.7% of the total of R38,134m. The percentage was 24.6% in 2007 (note, different categories 2007). Source: Nielsen Media Research's Ad Dynamix.

KEY INDICES 2007 to 2017 Year 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 forecast

PPI % increase

CPI % increase

GDP % increase

Rand to US$

Prime rate %

Adspend % increase

MIW % increase

10.9 14.2 -0.1 6.0 8.4 6.2 6.0 7.5 3.6 7.0

6.5 11.3 7.1 4.3 5.0 5.7 5.8 6.1 4.6 6.4 5.6

5.4 3.2 -1.5 3.0 3.3 2.2 2.5 1.7 1.3 0.3 0.7

7.06 8.26 8.44 7.33 7.27 8.22 9.66 10.86 12.77 14.71 13.66

14.50 15.00 10.50 9.00 9.00 8.50 8.50 9.25 9.75 10.50 10.50

16.4 5.0 -0.1 18.1 11.1 6.9 8.5 3.9 9.5 6.3

13.4 12.0 6.3 7.7 6.0 6.3 6.4 11.0 12.4 4.0

This table reads: In 2007 the Producer Price Index (PPI) rose by 10.9% over 2006, the Consumer Price Index (CPI) rose by 6.5%, the Gross Domestic Product (GDP) rose by 5.4%, the US$ bought R7.06, the Prime lending rate was 14.50%, adspend increased by 16.4% and the Media Inflation Watch Index (MIW) was 13.4%.

Note: CPIX (metro & other urban) 2006 to 2008. CPI new measure 2009 onwards. GDP updated. Adspend updated to re-include cinema. Prime rate at end of year. PPI average of final manufactured goods. 2017 Economic forecasts by Nedbank Aug 2017.

Source: STATS SA via Nedcor Economic Unit/Nielsen Media Research's Ad Dynamix/Media Manager Africa's Inflation Watch MIW Index.

6 • OMD Media Facts

52 - AdFocus 2017

November 2017

MEDIA FACTS TELEVISION STATIONS The market: Linear (ie.,channel) TV channel numbers, total viewership and adspend continues to climb but is fragmenting. Digital transition still uncertain but ought to provide more local opportunity and cover more niches. Video On Demand (VOD) non-commercial opportunities supplied via internet streaming and installed decoder from international and local sources are rapidly changing historic fundamentals. More than 8 services announced/launched, some have closed already. Top 2, Naspers' ShowMax (now available on DStv top bouquet) and Netflix, clear leaders.

Last 7 days viewership adults 15+ ex Amps 2015 (Jan-Dec) % of adult population viewing

Station

Ownership/language

Total ‘000

All adults

Black

Coloured

Indian

White

SABC 1

SABC All official languages

Free-to-air

20,714

61.5

71.3

42.2

21.3

14.1

SABC 2

SABC All official languages

Free-to-air

17,906

53.1

54.7

58.2

27.2

44.1

SABC 3

SABC All official languages

Free-to-air

11,966

35.5

35.2

46.9

30.5

29.1

23,633

70.1

74.1

67.4

41.4

50.1

24,891

52.0

54.9

54.6

38.1

30.4

Digital pay TV station. Included in DStv.

925

2.8

0.0

5.2

1.0

21.9

Digital (plus some analogue) pay TV station. Included in DStv Digital pay TV station. Included in DStv.

1,200

3.6

0.9

5.4

10.5

20.9

3,671

3.6

13.0

6.2

2.4

1.5

Includes MTV, Comedy Channel, BET. Included in DStv. Digital satellite pay station, over 170 channels (plus interactive offerings) of which are 24 are HD and more than 100 commercial. Numbers still growing.

Over 5.0 million SA subscribers.

Digital pay station, some 80 channels, mostly non-commercial, plus Chinese and Indian services.

3,319

9.9

8.1

12.7

21.1

17.7

9,573

28

25.5

24.6

38.3

51.9

SABC Group eTV kykNET Mnet Mzansi Magic

eTV Mainly English Multichoice Afrikaans Mnet Mainly English Multichoice

Comment

Free-to-air

Viacom Group

Viacom English

DStv

Multichoice Mainly English

StarSat

On Digital Media Mainly English

Open View

Platco Digital (eTV)

Free digital service, 18 channels plus radio services.

Targe ing 1m installed decoders.

This table reads: SABC1 is owned by the SABC and broadcasts free-to-air in all official languages. Its last 7 days viewership ex BRC TAMS Aug 2017 is 20,714 million adults (rounded).

In this 7 day period it reaches 61.5% of all adults, 71.3% of black adults and 14.1% of all white adults.

TV PERFORMANCE Period: 19:00-22:00 September 2016-August 2017

Station

Ave cost 30”

SABC1

R78,699

SABC2

R57,172

SABC3

R31,796

eTV

All adults ‘000

Language English Afrikaans Nguni

Household income Sotho R1-2,499 R2,500-7,999 +R8,000

Ave. Daily Reach '000 Cost per 1,000 Ave. Daily Reach '000 Cost per 1,000 Ave. Daily Reach '000 Cost per 1,000

4,785.4 R27 2,505.4 R44 1,261.7 R72

71.5 R2,607 106.0 R1,048 149.1 R451

125.0 R1,536 393.7 R238 206.6 R403

2,858.0 R43 904.1 R129 432.1 R233

1,689.6 R81 1,002.1 R112 395.8 R255

1,662.9 R76 767.1 R145 354.1 R263

2,165.2 R60 1,173.4 R93 579.7 R159

957.3 R144 565.0 R200 327.9 R265

R60,726

Ave. Daily Reach '000 Cost per 1,000

3,375.4 R37

198.8 R607

340.6 R377

1,321.5 R91

1,090.8 R109

1,539.9 R80

744.7 R177

Viacom

R5,293

Ave. Daily Reach '000 Cost per 1,000

43.4 R479

6.5 R2,552

6.1 R2,763

1,391.0 R90 17.5 R1,354

10.7 R2,131

3.1 R8,387

8.2 R3,099

32.1 R607

Mzansi Magic

R37,797

M-Net

R25,085

Ave. Daily Reach '000 Cost per 1,000 Ave. Daily Reach '000 Cost per 1,000

565.2 R122 133.7 R426

12.5 R6,807 67.0 R823

6.2 R15,415 41.4 R1,273

361.7 R188 5.2 R18,660

183.0 R375 5.7 R13,578

47.6 R1,493 1.6 R86,939

173.0 R397 10.2 R7,172

344.6 R199 121.9 R455

kykNET

R18,847

Ave. Daily Reach '000 Cost per 1,000

157.8 R195

8.4 R4,592

125.5 R240

30.2 R973

126.1 R247

DStv Commercial

R5,523

Ave. Daily Reach '000 Cost per 1,000

88.7 R238

15.4 R1,428

14.6 R1,237

0.2 1.4 0.1 R1,951,553 R730,686 R23,090 21.3 7.9 31.6 R1,065 R2,897 R680

25.1 R860

55.6 R371

This table reads: The average spot on SABC1 spread 19:00 to 22:00 between September 2016 and August 2017 cost R78,669. In this period the station delivered 4,785,400 adults daily at an average cost per thousand of R27. Its average daily reach of English speakers was 71,500 at a cost per thousand of R2,607. Source: Nielsen's Arianna of Broadcast Research Council's TAMS.

OMD Media Facts

November 2017 • 7

AdFocus 2017 - 53

OMD

OMD

DAILY NEWSPAPERS The market: Traditionally each major urban centre has had its own set of competing English and/or Afrikaans dailies. Last 15 years has seen a surge in popular journalism with the launch and massive success of Daily Sun. Revenue is under extreme pressure. Circulation trend: most dailies display moderate to severe circulation decline.

Readership trend: Larger English dailies exhibit a Black readership in excess of 50%, blurring editorial appeals between traditional Black and White categories.

Area

Title

Group

Language

Appears

ABC circulation Apr-Jun 2016 (000)

2017 Col cm BW 2017 Col cm FC excl Vat & excl Vat & agency comm agency comm

National

New Age

TNA

Eng

AM

N/A

Per FC

R371.58

Bloemfontein

Volksblad

Media24

Afr

AM

14.7

Per FC

R99.00

Cape Town

Cape Times Cape Argus Daily Voice Burger Son Wes (Mon-Fri)

INC INC INC Media24 Media24

Eng Eng Eng Afr Afr

AM PM AM AM AM

31.0 29.0 N/A 47.7 72.1

R122.16 R151.50 R109.47 Per FC Per FC

R195.46 R242.40 R175.15 R215.00 R226.00

Durban

The Mercury Daily News Isolezwe+

INC INC INC

Eng Eng Zulu

AM PM AM

26.4 23.6 85.5

R98.20 R115.33 Per FC

R157.11 R184.53 R130.34

East London

Daily Dispatch

Tiso Blackstar

Eng

AM

18.8

R64.74

R124.50

Johannesburg

Business Day Citizen Daily Sun+ Sowetan+ Star The Times Beeld

Tiso Blackstar Caxton Media24 Tiso Blackstar INC Tiso Blackstar Media24

Eng Eng Eng Eng Eng Eng Afr

AM AM AM AM AM/PM AM AM

20.1 44.1 164.9 73.6 80.3 48.1 40.0

R179.28 R115.37 Per FC R199.20 R239.65 R167.66 Per FC

Kimberley

Diamond Fields Adv

INC

Eng

AM

7.9

Pietermaritzburg

Witness

Media24

Eng

AM

13.1

Per FC

R107.00

Port Elizabeth

Herald

Tiso Blackstar

Eng

AM

18.8

R75.53

R137.78

Pretoria

Pretoria News

INC

Eng

PM

13.8

R69.84

R111.74

R250.66 R155.21 R444.00 R331.17 R383.43 R236.55 R232.00

R32.66

R52.25

+ predominantly black editorial focus. Note: all rates net of agency commission. New readership metric due Q1 2018.

This table reads: Bloemfontein's Volksblad is published by Media24 in Afrikaans, mornings Mon-Fri. Its ABC circulation April-June 2017 is 14,700 (rounded) and a single column centimetre FC is R99.00 (2017, exc VAT & agency commission).

MAJOR WEEKLY NEWSPAPERS The market: Most large urban centre have a Saturday/Sunday edition of relevant dailies. Nationals grew from Johannesburg. Revenue is under extreme pressure.

Circulation trend: Most titles are declining, some dramatically. Readership trend: per dailies.

Area Area/Title Group Language Appears 2017 Col cm BW 2017 Col cm FC ABC circulation excl Vat & excl Vat & Apr-Jun 2017 agency comm agency comm (000) National

City Press+ Mail & Guardian Rapport Soccer Laduma+ Sunday Independent Sunday Sun+ Sunday Times Sunday World+

Media24 M&G Media Media24 CT Media (Media24) INC Media24 Tiso Blackstar Tiso Blackstar

Eng Eng Afr Eng Eng Eng Eng Eng

Sun Fri Sun Wed Sun Sun Sun Sun

Bloemfontein

Volksblad Saterdag

Media24

Afr

Cape Town

Burger Son Op Sondag Weekend Cape Argus

Media24 Media24 INC

Durban

Ilanga+ Ilanga Langesonto+ Independent on Saturday Isolezwe ngeSonto+ Post Sunday Tribune

Johannesburg

Port Elizabeth

68.6 29.4 124.3 261.0 N/A 78.4 262.7 54.5

Per FC R329.3 Per FC Per FC R186.92 Per FC R658.19 R136.95

R365.00 R342.35 R603.00 R389.00 R299.08 R205.00 R1,048.29 R186.75

Sat

14.1

Per FC

R77.00

Afr Afr Eng

Sat Sun Sat/Sun

61.1 41.1 52.5

Per FC Per FC R151.50

R208.00 R76.00 R242.40

Mandla-Matla Mandla-Matla INC INC INC INC

Zulu Zulu Eng Zulu Eng Eng

Mon/Thu Sun Sat Sun Wed Sun

65.1 36.9 37.3 68.6 39.7 52.7

R89.35 R45.93 R113.58 Per FC R63.54 R153.91

R156.98 R76.82 R181.72 R101.91 R101.65 R246.25

Beeld Saterdag Saturday Citizen Saturday Star

Media24 Caxton INC

Afr Eng Eng

Sat Sat Sat

38.4 33.8 48.4

Per FC R80.51 R166.71

R192.00 R126.99 R266.73

Weekend Post

Tiso Blackstar

Eng

Sat

17.5

R72.21

R129.48

+ predominantly black editorial focus. Note: all rates net of agency commission. New readership metric due Q1 2018.

This table reads: City Press is published by Media24 in English on Sundays. Its ABC circulation Apr-Jun 2017 is 68,600 (rounded) and a single column centimetre FC is R365.00 (2017, exc VAT & agency commission).

8 • OMD Media Facts

54 - AdFocus 2017

November 2017

MEDIA FACTS CONSUMER MAGAZINES The market: SA has over 350 consumer orientated titles, most of which are small circulating and highly niched. Churn of titles is high. The top 4 publishers totally dominate circulation and adspend.

Circulation trend: depends on the category, but average title is declining. The important Women's sector is under pressure from large number of options allied to consumers reducing range of titles purchased. Readership trend: like circulation, generally so ening. Most English, seemingly White editorial focus, titles show significant, if not dominant, Black readership.

Interest

Title

Group

Language

Appears

ABC circulation latest (000)

2017 FC FP excl Vat & agency comm

Celebrity News

People

Caxton

Eng

Weekly

38.4

R31,700

Current Affairs General Interest/TV

Time Magazine Bona + Drum + Huisgenoot DStv Premium TV Plus You

Time Warner Caxton Media24 Media24 New Media Pub. For Multichoice Media24 Media24

Eng

Weekly

26.1&

Eng+3 Eng Afr Eng/Afr edit.

Eng/Afr edit.

Eng

Monthly Weekly Weekly Monthly Fortnightly Weekly

67.9 44.7 196.8 662.5 52.1 103.0

R34,736 R40,300 R45,100 R83,560 R87,870 R34,850 R55,340

Health

Longevity

Aegle Media

Eng

10xpa

16.8

R19,915

Inflight

Sawubona

Ndalo* for SAA

Eng

Monthly

89.0

R55,190

Lifestyle

Country Life, SA

Caxton

Eng

Monthly

33.8

R25,600

Men’s Interest

GQ Mens Health Popular Mechanics

Conde Naste Independent Media24 Ramsay

Eng Eng Eng

10xpa.

Monthly Monthly

20.4 26.5 28.9

R46,510 R66,325 R35,480

Motoring

Bike SA Car Speed & Sound

Bike SA Ramsay OverDrive$

Eng Eng Eng

Monthly Monthly Monthly

14.1 63.9 25.9

R16,421 R56,520 R28,671

Music/Youth

Hype

Panorama

Eng

6xpa

19.1

R28,248

Travel/Adventure

Getaway Weg!/Go!

Ramsay Media24

Eng Eng/Afr edit

Monthly Monthly

42.2 55.6

R38,720 R51,460

Retailers’ titles

Edgars Club Mag. Fresh Living/Kook & Kuier Jet Club +

Publishing Part. For Edcon John Brown for Pick 'n Pay Publishing Part. For Edcon

Eng/Afr edit.

Eng/Afr edit.

Eng

Monthly Monthly 10xpa

525.6 449.1 484.2

R55,000 R89,000 R51,310

Sport

Amakhosi + Compleat Golfer Kickoff + Runners World Stuff

Backpage for Kaiser Chiefs Ramsay CT Media* Media24 Aegle Media

Eng Eng Eng Eng Eng

Monthly Monthly Monthly Monthly 9xpa

17.2 11.7 18.8 12.4 13.9

R29,225 R24,950 R52,230 R25,035 R33,400

Cosmopolitan Associated Destiny + Ndalo* Elle Ndalo* Essentials Caxton FairLady Media24 Finesse Carpe Diem$ Food & Home Entertaining Caxton Garden & Home, SA Caxton Glamour Conde Naste Independent Conde Naste House & GardenConde Naste Independent House & Leisure Associated Living & Loving Caxton Marie Claire Associated Move! + Media24 Rooi Rose Caxton Sarie Media24 True Love + Media24 Visi New Media Pub. * Vrouekeur Caxton Woman & Home Caxton Women's Health Media24 Your Baby Media24 Your Family Caxton

Eng Eng Eng Eng Eng Afr Eng Eng Eng Eng Eng Eng Eng Eng Afr Afr Eng Eng Afr Eng Eng Eng Eng

Monthly Monthly Monthly Monthly Monthly Monthly Monthly Monthly Monthly Monthly Monthly Monthly Monthly Weekly Monthly Monthly Monthly 6xpa Weekly Monthly Monthly 6xpa Monthly

34.7 27.7 16.2 28.0 32.2 46.0 24.1 52.6 43.2 32.6 24.3 11.2 22.5 72.0 69.1 64.5 30.6 15.7 52.7 76.9 32.7 11.9 32.7

R55,000 R44,639 R45,150 R26,900 R47,465 R27,000 R26,900 R44,500 R57,949 R53,190 R41,000 R23,000 R40,000 R35,220 R36,500 R43,835 R56,390 R33,000 R22,000 R56,100 R49,090 R21,725 R29,500

Technology Women’s/Home Interest

+ Predominantly Black editorial focus * Part of Media24 (Naspers). $ Part of Caxton. & International ABC. Monthly includes 11xpa. Note: all rates net of agency commission.

New readership metric due Q1 2018.

This table reads: People is published by Caxton weekly in English. Its latest ABC circulation is 38,400 (rounded) and a full page full colour is R31,700 (2017, exc VAT & agency commission).

OMD Media Facts

November 2017 • 9

AdFocus 2017 - 55

OMD

OMD

LOCAL NEWSPAPERS The market: SA has over 450 newspapers and magazines targeted to local communities. Those in urban areas tend to be free distribution and large circulating. Those in country areas tend to be sold and smaller circulating. Circulation trend: many urban local newspapers have increased circulation in line with increases in population/urbanisation and wealth.

Small “grassroot” publishers are entering the market but churn is high.

Area

Title

Group

Language

Appears

Circulation Col cm BW Col cm FC Apr-Jun 2017 excl Vat & excl Vat & (000) agency comm agency comm

Gauteng: Greater Johannesburg

Alberton Record Boksburg Advertiser Dobsonville Urban News (Soweto) Randburg Sun Roodepoort Record Sandton Chronicle

Caxton Caxton Caxton Urban Caxton Caxton Caxton

Eng(+Afr) Eng(+Afr) Eng Eng(+Afr) Eng/Afr Eng

Weekly Weekly Weekly Weekly Weekly Weekly

38.0 free 43.4 free 32.7 free 59.8 free 51.4 free 50.0 free

R 72.26 R 74.98 R 55.96 R 98.50 R 83.54 R 87.52

R 108.38 R 112.47 R 83.93 R 147.76 R 125.31 R 131.31

Gauteng: Pretoria

Rekord Centurion

Caxton

Afr/Eng

Weekly

60.1 free

R93.90

R140.85

Gauteng: Vaal

Vandebijlpark Ster

Media24

Eng/Afr

Weekly

26.2 free

R62.56

R93.83

North West

Potchefstroom Herald

Media24

Afr(+Eng)

Weekly

5.8 sold

R42.00

R63.00

Mpumalanga

Lowvelder

Caxton

Eng/Afr

Tue & Fri

14.1 sold: Fri

R42.91

R64.37

Free State

Bloem Nuus/News

Media24

Afr(+Eng)

Weekly

44.8 free

R43.00

R66.00

Kwazulu Natal: Durban

Highway Mail Northglen News

Caxton Caxton

Eng Eng

Weekly Weekly

54.6 free 27.6 free

R76.00 R54.79

R114.05 R82.19

Kwazulu Natal: North/ South Coast

South Coast Herald Zululand Observer

Caxton Caxton

Eng Eng/Afr

Weekly Mon & Thu

12.4 sold 8.8 sold: Thu

R46.46 R52.83

R69.69 R79.24

Eastern Cape: Port Elizabeth

P.E.Express

Media24

Eng(Afr)

Weekly

119.9 free

R65.00

R111.00

Western Cape: Cape Town

Southern Suburbs Tatler Tygerburger (14 editions)

INC Media24

Eng Afr(+Eng)

Weekly Weekly

48.7 free 301.1 free

R57.36 R362.00

R91.78 R422.00

Western Cape: Boland

District Mall

Media24

Eng/Afr

Weekly

7.0 sold

R45.00

R69.00

Circulation verification: 'Free: ABC: Free Newspapers; Sold: ABC: Local Newspapers. Rates: 2018, otherwise 2017. Note: all rates net of agency commission.

This table reads: Alberton Record is published weekly by Caxton in English plus some Afrikaans. Its latest circulation (ABC: Free Newspapers) is 38,000 (rounded).

A column centimetre BW is R72.26 and FC is R108.38 (2018, exc VAT & agency commission).

BUSINESS TO BUSINESS The market: SA has over 490 trade, technical and professional journals & annuals, most of which are small circulating and highly niched. Turnover of titles is high and total number is declining. The financial titles together with Engineering News dominate adspend. Circulation trend: pressure on printing and distribution (ie, postage) costs forces publishers to continually cut non-core market circulation. Publishing costs and pressure on revenue is driving titles online and to e-ditions.

Interest

Title

Group

Language

Appears

ABC circulation Latest (000)

FP/FC A4/FC excl Vat

Caxton Media24 Malnor

Eng Afr Eng

Weekly Weekly Monthly

11.9 29.4 5.0*

R15,400 R34,765

Architecture/Building

Farmers Weekly Landbouweekblad SA Builder

Automotive trade

Automobil

Future (Tiso Blackstar)

Eng(+Afr)

Monthly

8.3

R15,463

Aviation Business/Management

African Pilot Accountancy SA Financial Mail Forbes Africa

Wavelengths Inst. Chartered Acc. Tiso Blackstar ABN

Eng Eng Eng Eng

Monthly Monthly Weekly Monthly

6.5* 48.5 13.3 19.2

R13,000 R25,050 R41,293 R58,000

Business Startup/Emerging Electrical/Electronics

Entrepreneur Vector

Entrepreneur Media EE Publishers

Eng Eng

Monthly Monthly

14.7 4.7

R47,800 R19,828

Human Resources Industry Marketing

HR Future Engineering News Strategic Marketing

Osgard Media Creamer Media IMM

Eng Eng Eng

Monthly Weekly 5x pa

20.0* 11.3 8.1

R18,245 R17,452 R16,660

Medical Mining Municipal/Government

SA Medical Jnl (SAMJ) Mining Weekly Public Sector Manager

SA Medical Assoc Creamer Media Dept of Communications

Eng/Afr Eng Eng

Monthly Weekly Monthly

14.6 10.7 14.4

R23,106 R17,452 R27,500

Retail

Supermarket & Retailer

Supermarket & Retailer

Eng

Monthly

7.5

R28,198

Transport

Focus on Transport & Logistics

Charmont

Eng

Monthly

6.8

R24,633

Travel & Tourism

SA’s Travel News Weekly

Now media

Eng

Weekly

5.7

R43,407

Agriculture

R11,272

Monthly includes 10 & 11xpa., * Claimed circulation. Note: all rates net of agency commission.

This table reads: Farmers Weekly is published by Caxton weekly in English. Its circulation (ABC Apr-Jun 2017) is 11,900 (rounded) and a full page full colour is R15,400 (2017, exc. VAT & agency commission).

10 • OMD Media Facts

56 - AdFocus 2017

November 2017

MEDIA FACTS RADIO The market: Continues in a state of flux as stations vie for audience and revenue. New entrants have intensified regional competition.

Some churn of community stations as stations close/launch.

Interest

National

Regional Inter-regional

Station

Language/Owner or control

Metro FM

English SABC

5fm RSG SAfm

English SABC Afrikaans SABC English SABC

Jacaranda FM 94.2

Eng/Afr Kagiso

947 (Highveld Stereo)

English Primedia

702 Classic FM 102.7 Kaya FM 95.9

English Primedia English Classic FM English Kagiso/others

YFM 99.2 North West FM

English HCI Setswana/Eng Various

Capricorn FM Kfm Good Hope FM

Mainly English Various Eng/Afr Primedia (+Broadcape) Eng/Afr SABC

Heart FM

English MRC/others

Capetalk East Coast Radio Gagasi FM

English Primedia English Kagiso Eng/Zulu MRC/others

Algoa FM

Eng/Afr AME

OFM

Eng/Afr AME/others

Lotus FM

Eng/Indian SABC

African language Ukhozi FM

Zulu SABC

Listenership all adults 15+ Past 7 days BRC 2017 Jan-Jun* ‘000 %

Contemporary black orientated music, news & talk shows targeted to trendy sophisticated blacks in major metropolitan areas.

Popular music format to all major metropolitan areas.

Public service national community/cultural station.

Public service content for the well informed.

4,044

10.2

732 1,246 143

1.9 3.2 0.4

Contemporary music format with news, sports bulletins & morning talk to Gauteng and beyond.

Adult contemporary music format with humour, news & sports bulletins to Gauteng.

Mainly talk and news format to greater Gauteng and beyond.

Classic, good music and news. Gauteng based. Plus netcast.

Adult contemporary and smooth music for urban black population in greater Johannesburg.

Youth station (mainly black) to greater Johannesburg.

Adult contemporary to NW Province and surrounds.

Launched Feb 2008.

Adult contemporary to Limpopo and surrounds.

Adult contemporary music with news, sports and entertainment info to Western Cape metropolitan area.

Adult contemporary music format with news & sports bulletins to Western Cape.

Adult contemporary music format broadcasting Western Cape metropolitan area.

Talk and news for Cape metropolitan areas. Linked with 702.

Adult contemporary music with news and sport to kwaZulu-Natal.

Adult contemporary music format broadcasting kwaZulu-Natal metropolitan area.

Adult contemporary music with news, sports and talk to Eastern Cape.

Adult contemporary music with news sports & talk to Free State, N. Cape & NW Province.

Community/cultural station for Indian communities in kwaZulu-Natal, Gauteng & other areas.

1,136

2.9

913

2.3

448 60 931

1.1 0.2 2.4

665 287

1.7 0.7

298 736

0.8 1.9

536

1.4

736

1.9

92 1,101 1,397

0.2 2.8 3.5

511

1.3

294

0.7

206

0.5

7,574

19.2

5,422

13.7

2,538

6.4

3,212

8.1

2,959

7.4

1,057

2.7

696 1,337

1.8 3.4

931

2.4

7,224

18.9

Phalaphala FM Ikwekwezi FM

Venda SABC Ndebele SABC

Ligwalagwala FM

Swazi SABC

Full service station for Zulu speakers in kwaZulu-Natal, Gauteng, Mpumalanga & other areas.

Full service station for Xhosa speakers in Eastern Cape, Gauteng, S. Free State and other areas.

Full service station for Setswana speakers in NW Province, N. Cape, NE Free State & Mpumalanga.

Full service station for Sesotho speakers in Free State, Gauteng, N. & E. Cape, NW Province & Mpumalanga.

Full service station for N. Sotho speakers from the Free State, through Gauteng to Limpopo.

Full service station for Tsonga speakers in Limpopo, NW Province & Gauteng.

Full service station for Venda speakers in far N. Limpopo & Gauteng.

Full service station for Ndebele speakers in Mpumalanga, Gauteng & Limpopo.

Full service station for Swazi speakers in Mpumalanga & Gauteng.

BRC reported 104 stations Jan-Dec 2016

Various: Independent/ NGO

Various interests and appeals including niche geographic community, retail and religious.

Umhlobo Wenene FM

Xhosa SABC

Motsweding FM

Setswana SABC

Lesedi FM

Sesotho SABC

Thobela FM

N. Sotho SABC

Munghana-Lonene FM Tsonga SABC

Community

Format/Target

This table reads: Metro FM is an English language station owned by the South African Broadcasting Corporation (SABC). It has a contemporary black music, news & talk format with 4,044m listeners (10.2% of the population aged 15+) over the past 7 days (BRC Jan-Jun 2017). * Source: BRC Jan-Jun 2017; Community stations: Jan-Dec 2016.

OMD Media Facts

November 2017 • 11

AdFocus 2017 - 57

OMD

OMD

OUT OF HOME The market: South Africa has a very vibrant and entrepreneurial outdoor media sector, contractors providing very many different variants of the medium. Generally, sector is moving away from traditional format sites to newer illuminated more creative formats, especially larger format 'iconic' sites focused on major freeways and free standing structures. New innovations drive to cut through clu er.

New provincial council bylaws threaten to remove many illegal structures especially in Johannesburg Metro. The following variants are numerically/strategically important. Rentals invariably negotiable.

Varient Spectaculars/ Supersigns

Building Wraps/ Hoardings Airports Mall Media

Campaign Billboards 1.5m X 3m (12 Sheeter) 3m X 6m (48 Sheeter) 3m x 12m (96 Sheeter) 6m X 4m 9m X 6m

Format

Comment

Base Rate per unit per month excl. production Landscape: R30,000 - R65,000, Mainly roadside formats. Free standing.

Large format, landscape or portrait, Mainly single pole mounted. Predominant Sizes: Portrait: R 25,000 - R50,000, mainly illuminated. Free standing.

Landscape: 5m X 20m / 4.5m X 18m / 4m X 16m Iconic: R120,000 to over R325,000, depending on size and position Portrait: 15m X 9m / 12m X 9m / 10m X 8m Building Wraps - temporary or permanent, On strategic buildings and around building sites. From R 40,000 to over R350,000 dependant on size of building Used as a broadcast medium. large format On quotation Units located all over airports in public areas.

Includes wraps, wall sites, billboards, digital, trolleys, washrooms, parking areas. Targets business and tourist travellers.

Hanging banner sets : R15,000-R85,000, Used as point-of-purchase reminder Many formats including banners, Parkade billboard: from R5,000 - R55,000, billboards, shopping trolleys, digital, Digital from R1,800 to R45,000 activations and in-store.

The dominant outdoor variant in terms of Available nationally. Smaller formats more dominant in rural areas. Some formats are able number of sites in the rural environment.

Predominantly used as campaign formats. to 'walk/rotate'

@ R1,450 pm non-illuminated @ R3,500 pm non-illuminated @ R7,500 pm non-illuminated @ R 5,500 pm non-illuminated @ R 7,500 pm non-illuminated

7.5m x 5m, 6m x6m, 6m x 4m, 3m x6m

Located on major arterials within urban areas.

Sites rotate alt-weekly or monthly.

R29,000 - R45,000 pm illuminated

Various formats depending on contractor & location. New LED

Located on major arterials in urban and some rural environments.

R2800 per face premium sites to R300 lower traffic routes

Bus Shelters

Formats depending on contractor & municipality. Newer formats in CT & JHB Metros

Located along urban bus routes. Many close to schools and en-route to main shopping hubs.

@ R6,000 illuminated @ R2,250 non-illuminated

Digital Out of Home

Digital bulletin boards in many different formats including LED screens

Increase in large format DOOH and roadside digital billboards. Day-part packages avail.

On quotation

Frames & mirrors

Branded Personal Vehicles Branded vehicles

On quotation In traffic areas inc., bars, gyms, cinemas, campuses, clinics, retail fi ing rooms/malls, and airports to focus targeted messages.

On quotation Lifestyle targeting. Brand ambassadors

Golf Advertising

Entrance billboards, on course, carts, digital and activations

LSM A or B courses

On quotation

Digital screens, billboards, wall wraps, branded towers, rank ownership and activations. Increase in node Wi-Fi.

Sold by dominance packages 9 Stations Taxi, Bus and Train Commuter Focus National

On quotation On quotation On quotation

Available in major metropolitan areas. Mostly used as alternative where other formats scarce.

Available in major metropolitan areas. Mostly used as alternative where other formats scarce.

Available nationally.

External Wrap @ R4,500 Quantum taxi Internal - On quotation

Trucks

External & internal, from full wraps to internal window strips and In-Taxi Digital External advertising opportunites.

Ranging from full wraps to taxi top.

External & internal, ranging from full wraps to partial wraps, bus backs, internal window strips and In-Bus TV External branding only

OOH Mobile Minibus Taxis

Double sided billboard on trailer towed by Available in all major metropolitan areas. O en car, or purpose-built vehicle. used for area specific or short term campaigns.

@ R10,000 to R30,000 pm plus out-of-town mileage.

Brand Activation

Engage and involve consumers

On quotation

Internally illuminated free standing units Street Furniture Street Pole Ads

Lifestyle Targeting Washroom/ indoor media

Transit Nodes Gautrain Interchange Taxi & Bus Ranks Transit Minibus Taxis Metered Taxis Buses

Available nationally.

Range of activities designed to drive results.

External Wrap @ R5,000 @ R24,000 fully branded double decker @ R13,000 fully branded single decker Putco - @ R7500 full/R3,000 back On quotation

Trucks CINEMA The market: A premium medium, cinema chains are continually building, upgrading and revitalising cinema houses. The South African medium is controlled by Ster Kinekor (63,000 seats in 58 complexes, 400 plus screens), Nu Metro (20 complexes, 163 screens) and Movies@ (6 complexes, 47 screens). There are a few smaller chains plus independents. The largest multiplex is Ster Kinekor's Umhlanga Gateway of 18 screens with 3,700 plus seats. Ster Kinekor have seven IMAX's, Cine Prestige offering a luxury cinema experience at the top end of the market and art-house Nouveau theatres for the discerning moviegoer. A endances: Currently stable but does fluctuate with the offerings of Hollywood/Bollywood. Digital projection is widespread enabling rapid change of movies so as to react to market conditions. Rates/Performance: Rates are under pressure but significant discounts may be negotiated and packages bought. Through Cinemark (Ster-Kinekor) a package of top screens is likely to yield a cost per thousand of R1,000 to R1,500 depending on spend. Both Cinemark and Popcorn (Nu Metro and others) provide packages such as Follow-the-Movie (commercials screened with 1 movie only) and Guaranteed A endance. Additional opportunities: Foyer, sampling, branding, activations, sponsorships and events.

12 • OMD Media Facts

58 - AdFocus 2017

November 2017

MEDIA FACTS ONLINE MEDIA The market: South Africa has thousands of sites that accept or would like to accept commercial advertising. Bigger sites have sub-communities to a ract specialist targets.

Following is a selection of some of the larger members of Interactive Advertising Bureau SA.

Category

Site

Address/owner

Comment

Unique browsers '000 (Page views '000)+ SA

Business & finance

BusinessLive

www.businesslive.co.za Tiso Blackstar www.fin24.com Media24

Online companion to group’s newspapers.

Business and finance site of News24.

www.wheels24.co.za Media24

Base rate

Worldwide

935.9 (4,710.5) 1,418.2 (5,600.3)

1,182.9 (5,492.4) 1,682.6 (6,461.6)

Feeds from group's daily & weekly newspapers.

601.1 (1,695.7)

718.9 (1,931.6)

R290*+

www.dailymaverick.co.za Daily Maverick www.news24.com Media24 www.timeslive.co.za Tiso Blackstar www.engineeringnews. co.za Creamer Media www.bizcommunity.com Biz Community

Investigative journalism & politics.

713.8 (3,453.4) 6,641.2 (73,245.7) 3,730.5 (21,978.6) 66.3 (275.7)

897.9 (4,019.5) 8,662.4 (82,701.4) 4,433.1 (24,727.4) 100.2 (373.6)

R695^

316.7 (1,968.0)

422.1 (2,259.6)

R300*

www.soccerladuma.co.za Soccer Laduma (Media24)

SA and international soccer

1,743.7 (50,425.3)

2496.3 (55,808.6)

R250*+

MyBroadband Technology/ Telecommunications

www.mybroadband.co.za MyBroadband

Internet, computer and telecommunications.

1,776.1 (7,290.7)

2,224.1 (8,087.4)

R500^

Women

www.all4women.co.za All 4 Women

General interest women's site.

549.2 (3,589.4)

621.8 (3,795.3)

R260*

Fin24 Motoring

Wheels24

News/current affairs Daily Maverick News24 Times Live Industry

Engineering News

Marketing

BizCommunity

Sport

Soccer Laduma

All4Women

Feeds from group's newspapers & magazines.

Sunday Times/The Times online.

Online edition of weekly magazine.

Media, advertising & marketing community.

R550* R290*+

R290*+ R500* R5400 pw.^

This table reads: Businesslive.co.za is owned by Tiso Blackstar and in August 2017 had 935,900 unique browsers with 4,710,500 page views from identified South African URL's.

A standard banner cost R550 cost per thousand impressions. + Effective Measure Online Ranking August 2017. * Per 1000 impressions standard 728x90 leaderboard, run of site. ^ Per 1000 impressions other size/calculation. Excludes volume discounts or additions for targeting. Other sizes, keywords and rich media, sponsorship etc opportunities usually available.

SOCIAL According to SA Social Media Study 2017 (WorldWideWorx/Ornico) the following users of social media were reported in SA: Facebook: 14,0m* YouTube: 8,74m Twi er: 7,7m LinkedIn: 5,5m * Facebook reports 16m accounts as of August 2017 A range of options are available, but mostly revolve around targe ing very specific interests, demographics or activities, engaging with prospects or current customers.

Can include video and personnalisation opportunities.

MOBILE ADVERTISING Mobile phone penetration of South Africans is almost 100%. The distinction between Online via desktop and mobile devices is non-existant: the focus being on mobile, especially smart-devices.to read web/mobi sites, participate in social media, watch video and other content. Mobile also offers a range of customised vehicles, including targe ed SMS ads, deals that can be redeemed at point of sale, call-me ads, locational advertising, links to promotions and advertising in other vehicles.

E-NEWSLETTERS Many online sites and other media owners use email newsle ers to keep in contact with their target and to drive traffic.

Many are advertising vehicles in their own right.

Category Industry Radio station

Name

Frequency

Details

Quantity

Mining Weekly Jacaranda Newsle er

Daily Weekly

Banner/R5,700 per week Leaderboard/R250 cpm

64,800 per day 65,000 per week

This table reads: The Mining Weekly e-mailer is sent daily to some 64,800 recipients. A Banner costs R5,700 per send.

OMD Media Facts

November 2017 • 13

AdFocus 2017 - 59

OMD

OMD

ANGOLA Background

Angola gained independence from Portugal in 1975.

In 2002 rebuilding started following the 27-year civil war.

Governing MPLA wins 2012 election.

Climate

Semiarid in south and along coast to Luanda; north has cool dry season (May-Oct) and hot rainy season (Nov-Apr).

Terrain

Narrow coastal plain rises abruptly to vast interior plateau

Resources

Petroleum, diamonds, iron ore, phosphates, copper, feldspar, gold, bauxite, uranium

Exports FOB

US$30.04bn (2016 est.), word rank: 59

Land area

1,246,700 km2, world rank: 23

Export partners

Land use

Agricultural: 47.3% inc arable: 3.8%, permanent crops: 0.2%, permanent pasture: 43.3%, forest: 46.8%.

China (44), India (9), Spain (6), France (5), South Africa (4)

Exports

Crude oil, diamonds, coffee, sisal, fish, timber, co on, refined petroleum

Literacy

15+ read/write: total: 71.1%, male: 82.0%, female: 60.7% (2015 est.)

HIV/Aids

1.9% (2016 est.), world rank: 26

Income per capita

US$3,440 (2016 est.), world rank: 112

Income share

Highest 20%: 48.5% of income; GNI Index: 42.7

GDP

US$89.6bn (2016 est.), world rank: 60, growth -12.9% on 2015.

Population

28.8m (2016 est.), world rank: 48, growth: 3.4% pa.

Imports FOB

US$19.7bn (2016 est.), world rank: 71

Urbanisation

44% of total population (2015)

Import partners

Age structure

China (22), Portugal (14), South Korea (11), USA (7), South Africa (4), UK (4)

0-14 years: 42.7%, 15-24 years: 20.7%, 25-54 years: 29.6%, 55-64 years: 4.0%, 65+: 3.0%

Imports

Ethnic groups

Ovimbundu: 37%, Kimbundu: 25%, Bakongo: 13%, Mestico (mixed European and native African): 2%, European: 1%, Other: 22%

Machinery, electrical equipment, vehicles, medicines, food, textiles, military goods

Currency

Kwanza (AOA)

US$1=

165.92 (12/09/2017); 120.06 (2015)

Languages State of the media

Portuguese (official), Bantu and other African languages

A growing media sector but still very regulated. Self censorship of content common.

Telecommunications Telephone lines per 100 people (2016): 1.3 Mobile subscribers per 100 people (2016): 55.3 Population covered by min. 3G mobile: 60% Research availability

Keyresearch 2016 covering Luanda. Plus ad-hoc surveys.

Television

TV per 100 households (2009): 38.5 TV covers the majority of the country but electricity supply issues and set ownership costs are limiters. However in the major urban areas: Luanda, Benguela, Huambo and Huila access is good and use high, with 98% watching regularly in Luanda.

Government TV stations plus international satellite services available. Most important are: National: TPA 1 & 2 (government, general/sport), TV Zimbo (private, satellite), TV Globo (private from Brazil, satellite), DStv (private from SA, satellite), Zap Novelas (private, satellite)

Radio

Radio penetration: 79%, an important rural medium, 68% in last 4 weeks in Luanda.

National: Rádio Nacional de Angola (government). Regional: Radio Luanda (government), Radio Mais (government), RNA (government), Radio 5 (government), Radio Cazenga (government), Radio Despertar (government), Escola (government), Ecclesia (Catholic, private)

Print

Print Penetration: 68% (Luanda). Despite the increase in a number of privately owned publcations, print consumption is decreasing.

Press: National: Jornal de Angola (only national daily, government), Novo Jornal (weekly, private), Folha 8 (weekly, private).

Magazines: Chocolate (monthly, private), Lux (weekly, private), Economia & Mercado (quarterly, private)

Cinema

Too few cinemas exist to be a viable medium.

Outdoor

Full range of conventional outdoor opportunities exist incl. electronic and illuminated.

Online

Internet users per 100 people (Jun 2017): 22.3 Fixed broadband per 100 people (2016): 0.5 Households per 100 with computer: 11.1 Households per 100 with home internet access: 10.2 Web traffic share: mobile: 56% Facebook accounts (Aug 2017): 2,3m Country code: .ao

Source: BBC, CIA World Book, World Bank, ITU, Facebook, Internet World Stats, PAMRO, own files

14 • OMD Media Facts

60 - AdFocus 2017

November 2017

MEDIA FACTS BOTSWANA Background

Formerly the British protectorate of Bechuanaland, Botswana adopted new name upon independence in 1966.

Has 40 years of uninterrupted civilian leadership, progressive social policies and stable economy.

Literacy

15+ read/write: total: 88.5%, male: 88.0%, female: 88.9% (2015 est.)

HIV/Aids

21.9% (2016 est.), world rank: 3 US$6.610 (2016 est.), world rank: 74

Climate

Semiarid; warm winters and hot summers

Income per capita

Terrain

Predominantly flat to gently rolling tableland; Kalahari Desert in southwest

Income share

Highest 20%: 65% of income; GNI Index: 60.5

Resources

Diamonds, copper, nickel, salt, soda ash, potash, coal, iron ore, silver

GDP

US$15.3bn (2016 est.), world rank: 110, growth 5.9% on 2015.

Land area

581,730 km2, world rank: 48

Exports FOB

US$6.4bn (2016 est.), world rank: 100

Export partners

Land use

Agricultural: 45.8% inc. arable: 0.6%, permanent pasture: 45.2%.

European Free Trade Assoc., Southern African Customs Union, Zimbabwe

Exports

Diamonds, copper, nickel, soda ash, meat, textiles

Population

2.3m (2016), world rank: 142, growth: 1.9% pa.

Imports FOB

US$7.2bn (2016 est.), world rank: 107

Urbanisation

57.4% of total population (2015)

Import partners

Southern African Customs Union, EFTA, Zimbabwe

Age structure

0-14 years: 32.4%, 15-24 years: 21.3%, 25-54 years: 37.6%, 55-64 years: 4.6%, 65+: 4.1%

Imports

Ethnic groups

Tswana: 79%, Kalanga: 11%; Basarwa: 3%, Other, including Kgalagadi and white: 7%

Food, machinery, electrical goods, transport equip., textiles, fuel, wood and paper products, metal

Languages

Tswana (or Setswana) 77.3%, Sekalanga 7.4%, other including English (official) 15.3%

Currency

Pula (BWP)

US$1=

10.08 (12/09/2017); 10.13 (2015)

State of the media

One of Africa’s stable countries. It is the continent's longest continuous multi-party democracy. It is relatively free of corruption and has a good human rights record. The constitution provides for freedom of expression and the government generally respects this right.

Telecommunications Telephone lines per 100 people (2016): 6.9 Mobile subscribers per 100 people (2016): 158.5 Population covered by min. 3G mobile: 92% Research availability

BAMPS produced in 2006. Plus academic research conducted earlier.

Television

TV per 100 households (2008): 56.8 National: BTV (government, general/news), Regional: E Botswana (private, general), DStv (English/satellite broadcast from SA)

Radio

Radio per 100 households (2008): 76.4 National: Radio Botswana 1,2 (government) Regional: GABZ FM (private); Yarona FM (private); Duma FM (private)

Print

Press: national- Botswana Daily News (government, daily), Sunday Standard (private, weekly), Mmegi The Reporter (private, daily), Mmegi Monitor (private, weekly), Midweek Sun (private, weekly), Global Post (private, weekly), Botswana Guardian (private, weekly), The Voice (private, weekly), Botswana Advertiser, Northern Advertiser, Botswana Gaze e Magazines: a few local magazines: Kutlwano, Guardian Lifestyle

Cinema

Too few cinemas exist to be a viable medium.

Outdoor

Full range of conventional outdoor opportunities exist. There are a number of well established Pan-Africa outdoor companies in Botswana.

As a result there is a wide variety of formats available in strategic locations in urban centres. Mall advertising is prevalent at major shopping centres.

Online

Internet users per 100 people (Jun 2017): 39.4 Fixed broadband per 100 people (2016): 2.9 Households per 100 with computer: 16.0 Households per 100 with fixed internet access: 19.6 Facebook accounts (Aug 2017): 780,000 Country code: .bw

Source: BBC, CIA World Book, World Bank, ITU, Facebook, Internet World Stats, own files

OMD Media Facts

November 2017 • 15 AdFocus 2017 - 61

OMD DEMOCRATIC REPUBLIC OF CONGO Background

Climate

Established as a Belgian colony in 1908 and marred by extreme instability since independence in 1960, 2011 national elections disputed. Conflict renewed.

Next election due for late 2017.

Tropical; hot and humid in equatorial river basin; cooler and drier in southern highlands; cooler and we er in eastern highlands.

Terrain

Vast central basin is a low-lying plateau; mountains in east

Resources

Cobalt, copper, oil, diamonds, gold, silver, zinc, manganese, tin, uranium, coal, hydropower, timber

Land area

2,344,858 squ km, world rank: 11

Land use

Agricultural: 11.4% inc arable: 3.1%, permanent crops: 0.3%, permanent pasture: 8%. forest: 67.9%.

Population

78.8m (2016), world rank: 19, growth: 3.3% pa.

Urbanisation

42.5% of total population (2015)

Age structure

0-14 years: 42.2%, 15-24 years: 21.4%, 25-54 years: 30.1%, 55-64 years: 3.6%, 65+: 2.7%

Ethnic groups

Over 200 ethnic groups, majority Bantu. Four largest tribes: Mongo, Luba, Kongo (Bantu), Mangbetu-Azande (Hamitic): about 45%

Languages

French (official), Lingala (a lingua franca trade language), Kingwana (dialect of Kiswahili), Kikongo, Tshiluba

State of the media

Literacy

15+ read/write French, Lingala, Kingwana, or Tshiluba, total: 63.8%, male: 78.1%, female: 50% (2015 est)

HIV/Aids

0.7% (2014 est.), world rank: 53

Income per capita

US$420 (2016 est), world rank: 167

Income share

Highest 20%: 48.4% of income; GNI Index: 42.1

GDP

US$35.0bn (2016 est.), world rank: 89, growth -3.3% on 2015

Exports FOB

US$9.3bn (2016 est.), world rank: 89

Export partners

China (48), Zambia (17), Belgium (5), South Korea (5)

Exports

Diamonds, copper, gold, cobalt, wood, oil, coffee

Imports FOB

US$10.2bn (2016 est.), world rank: 93

Import partners

China (22), South Africa (16), Zambia (8), Belgium (8), Zimbabwe (6)

Imports

Food, mining and other machinery, transport equip., fuel

Currency

Congolese Franc (CDF)

US$1=

1,561.00 (12/09/2017); 925.99 (2015)

Media are flourishing and consumption has reached an encouraging level; TV remaining the most consumed media type. Majority of press readership falls within those gainfully employed, and leadership of public and private sectors.

Telecommunications Telephone lines per 100 people: 0.0 (2016) Mobile subscribers per 100 people: 39.5 (2016) Population covered by min. 3G mobile: 20% Research availability

Most recent research: Africa Scope (TNS) 2016/17

Television

More than 100 stations broadcast with li le content differentiation. Includes: Semi-national: RTGA (private), Tele 50 (private).

Regional: Moliere (private), Mirador (private), Antenne A (private), Digital Congo (private), Mishapi TV (private), RTNC1 (private)

Radio

Stations: over 300 in total, radio is the dominant medium outside of urban areas. Important stations are: Semi-national: Okapi (UN Mission), RTGA (general popular station), RTNC (Catholic). Regional: JDfm (music), SSM (religious, private), Top Congo FM (news, private), B-one (general, private), Kivu One (news, private), Nyota (sport).

Print

An elastic situation with over 175 print media of all types, down from over 500 in 2002. Most are low circulating and face printing and distribution challenges. French and pan-African magazines circulated.

Press: L'Avenir (daily, private), Le Potentiel (daily, government), Le Palmares (daily, private), La Prosperite (daily, private), Congo News (daily, private), Les depeches: Kinshasa (daily, private), Le So International (bi-weekly, private).

Magazines: Kabibi (monthly, private), Optimum (quarterly, private), Bellissima (monthly, female), Lookin (monthly, lifestyle), Wagenia (quarterly, inflight)

Cinema

Too few cinemas exist to be a viable medium.

Outdoor

Full range of conventional outdoor opportunities exist.

Online

Internet users per 100 people (Jun 2017): 6.2 Fixed broadband per 100 people (2015): 0.0 Households per 100 with computer: 2.3 Households per 100 with internet access: 2.4 Web traffic share: mobile: 96% Facebook accounts (Aug 2017): 1,7m Country code: .cd

Source: BBC, CIA World Book, World Bank, ITU, Facebook, Internet World Stats, PAMRO, own files

16 • OMD Media Facts

62 - AdFocus 2017

November 2017

MEDIA FACTS MALAWI Background

Climate

Terrain

Established in 1891, the British protectorate of Nyasaland became independent Malawi in 1964. First multiparty elections held in 1994. 2012 and 2014 saw smooth transitions to new presidents.

Sub-tropical; rainy season (November to May); dry season (May to November) Narrow elongated plateau with rolling plains, rounded hills, some mountains

Resources

Limestone, arable land, hydropower, unexploited deposits of uranium, coal, and bauxite

Land area

118,484 km2, world rank: 100

Land use

Agricultural: 59.2% inc arable: 38.2%, permanent crops: 1.4%, permanent pasture: 19.6%, forest 34%.

Population

18.1m (2016), world rank: 61, growth: 2.9% pa.

Urbanisation

16.3% of total population (2015)

Age structure

0-14 years: 46.5%, 15-24 years: 20.5%, 25-54 years: 27.3%, 55-64 years: 3.0%, 65+: 2.7%

Ethnic groups

Chewa, Lomwe, Yao, Ngoni, Tumbuka, Nyanja, Tonga, Sena, Ngonde, Asian, European

Languages

English (official), Chichewa (common), Chinyanja, Chiyao, Chitumbuka, others

State of the media

Literacy

15+ read/write: total: 65.8%, male: 73.0%, female: 58.6% (2015 est.)

HIV/Aids

9.2% (2016 est.), world rank: 9

Income per capita

US$350 (2016 est), world rank: 172

Income share

Highest 20%: 52.4% of income, GNI index: 46.1

GDP

US$5.46bn (2016 est.), world rank: 143, growth -14.6% on 2015

Exports FOB

US$1.3bn (2016 est.), world rank: 150

Export partners

Belgium (16), Zimbabwe (12), India (7), South Africa (6), Russia (6), USA (6)

Exports

Tobacco (55%), dried legumes, tea, sugar, co on, coffee, peanuts

Imports FOB

US$2.66bn (2016 est.), world rank: 151

Import partners

South Africa (26), China (17), India (13), Zambia (8), Tanzania (6)

Imports

Food, fuel, semi-manufactures, consumer goods, transportation equipment

Currency

Malawian kwacha (MWK)

US$1=

726.17 (12/09/2017); 499.6 (2015)

The Malawian media industry provides a range of media opportunities. Media are both privately and government owned, with content censorship a threat on the former.

Telecommunications Telephone lines per 100 people (2016): 0.1 Mobile subscribers per 100 people (2016): 40.3 Population covered by min. 3G mobile: 32% Research availability

No recent research conducted.

Television

TV per 100 households (2011): 8.7 TV penetration in rural areas is low due to electricity supply issues but high in urban areas of Blantyre, Lilongwe, Mzuzu, Zomba and major trading towns Luchenza, Karonga, Kasungu, Balaka and Mangochi. Broadcast language is English alongside Chichewa.

National: TVM (government, general, English/Chichewa), DStv (English/satellite broadcast from SA), GOTV (satellite)

Radio

Radio per 100 households (2011): 45.6 An important medium: Malawi Broadcasting Corp 1 (MBC1/Chichewa & others/national/mainly educational talk/government), Malawi Broadcasting Corp 2 (MBC2/English & Chichewa/national/entertainment/youth/government), Capital FM (English/regional in south/contemporary music and news/private), FM 101 (English & Chichewa/south & central areas/music & community upli ment/private)

Print

Newspapers remain useful in Malawi despite a booming number of magazines, the la er medium having production and consistency problems.

Newspapers: The Nation (English & Chichewa/daily newspaper/major urban areas), Daily Times (English & Chichewa/daily newspaper/ major urban areas/private), The Nation on Sunday (English & others/weekly newspaper/major centres/private), Malawi News (English & Chichewa/weekly newspaper/major centres/private). Magazine: Pride Magazine (English only/monthly/general interest).

Cinema

Too few cinemas exist to be a viable medium.

Outdoor

Full range of conventional outdoor opportunities exist. Serviced by local and South African contractors. Various sizes available along key routes and locations; is mostly congested in urban areas.

Online

Internet users per 100 people (Jun 2017): 9.6 Fixed broadband per 100 people (2016): 0.1 Households per 100 with computer: 5.8 Households per 100 with internet access: 9.1 Web traffic share: mobile: 89% Facebook accounts (Aug 2017): 440,000 Country code: .mw

Source: BBC, CIA World Book, World Bank, ITU, Facebook, Internet World Stats, own files

OMD Media Facts

November 2017 • 17

AdFocus 2017 - 63

OMD

OMD

MAURITIUS Background

First explored by the Portuguese in 1505; it was held by the Dutch, French and British before independence in 1968.

Stable democracy, regular free elections, considerable foreign investment.

Climate

Tropical, modified by SE trade winds; warm, dry winter; hot, wet, humid summer

Terrain

Island: small coastal plain rising to discontinuous mountains encircling central plateau

Resources

Arable land, fish

Land area

2,040 km2, world rank: 181

Land use

Agricultural: 43.8% inc arable: 38.4%, permanent crops: 2.0%, permanent pasture: 3.4%, forest: 17.3

Population

1.3m (2016), world rank: 156, growth: 0.1% pa.

Urbanisation

39.7% of total population (2015)

Age structure

0-14 years: 20.4%, 15-24 years: 15.1%, 25-54 years: 43.9%, 55-64 years: 11.4%, 65+: 9.3%

Ethnic groups

Indo-Mauritian: 68%; Creole: 27%: Sino-Mauritian: 3%; Franco-Mauritian: 2%

Languages

Creole: 86.5%, Bhojpuri: 5.3%, French: 4.1%, English (official): 1%, Other: 3%

State of the media

Literacy

15+ read/write: total: 90.6%, male: 92.9%, female: 88.5% (2015 est.)

HIV/Aids

N/A, world rank: N/A

Income per capita

US$9,760 (2016 est.), world rank: 56

Income share

Highest 20%: 43.9% of income; GNI Index: 35.8

GDP

US$12.2bn (2016 est.), world rank: 118, growth 4.1% on 2015

Exports FOB

US$2.7bn (2016 est.), world rank: 131

Export partners

UK (13), UAE (12), France (11), USA (11), South Africa (9), Madagascar (7)

Exports

Clothing and textiles, sugar, cut flowers, molasses, fish

Imports FOB

US$4.4bn (2016 est.), world rank: 128

Import partners

India (19), China (18), France (7), South Africa (7), Vietnam (4)

Imports

Manufactured goods, capital equipment, foodstuffs, fuel, chemicals

Currency

Mauritian rupee (MUR)

US$1=

33.20 (12/09/2017); 35.06 (2015)

The media of Mauritius is limited by its small population size. Nonetheless, Mauritius has a robust economy, and there are a number of major media outlets, including print, radio and television stations.

Telecommunications Telephone lines per 100 people (2016): 30.7 Mobile subscribers per 100 people (2016): 144.2 Population covered by min. 3G mobile: 93% Research availability

TNS AMPS 2015

Television

TV per 100 households (2014): 97.1 A particularly popular medium with local national and regional stations plus foreign satellite pay services: National: MCB1 (government, news and films), MBC2 (government, series and telenovelas), MBC3 (government, sports), Digital 4 (private, Indian Serials and films), Sports 11, Cine 12, Bhojpuri Channel, Senn Kreol, Kids Channel. Regional: Canal + and Parabole Maurice (private, general).

Radio

Households with radio: N/A A vibrant medium: National: Radio Plus, Radio One, Top FM, Taal FM, Music FM, Radio Maurice, Radio Mauritius, Kool FM, Best FM

Print

2 major local press groups and others provide a diverse and editorially competent range of opportunities, including: Press: Dailies: L'Express, Le Mauricien, 5 Plus, Weekend: Le Matinal, Defi Quotidien, Defi Plus, Weekly: L'Express Samedi, L'Express Dimanche, L'Express Junior, WeekEnd Scope. Magazines: Business Magazine, L'Eco Austral, Lifestyle, Panorama, Menstyle, Automodo, Evasion, Sundays, Cote Nord, Islander, Essentielle, Détente, TechKnow, Fortune.

Cinema

Cinema is becoming popular and useful for suitable brands: houses run by Cinema Star, Mcine.

Outdoor

Full range of conventional outdoor opportunities exist. Serviced by local and South African contractors, including JC Decaux, FlowerAd, Trait D'Union, Alliance Media, Rent a Sign.

Online

Internet users per 100 people (Jun 2017): 62.7 Fixed broadband per 100 people (2016): 16.9 Households per 100 with computer: 57.0 Households per 100 with internet access: 60.0 Web traffic share: mobile: 43% Facebook accounts (Aug 2017): 770,000 Country code: .mu

Source: BBC, CIA World Book, World Bank, ITU, Facebook, Internet World Stats, own files

18 • OMD Media Facts

64 - AdFocus 2017

November 2017

MEDIA FACTS MOZAMBIQUE Background

A er almost 500 years as a Portuguese colony independence came in 1975. Emigration by whites and a civil war which ended in 1992 hindered development.

The 1990 constitution provided for multiparty elections and a free market economy.

Climate

Tropical to subtropical

Terrain

Mostly coastal lowlands, uplands in center, high plateaus in northwest, mountains in west

Resources

Coal, titanium, natural gas, hydropower, tantalum, graphite

Literacy

15+ read/write: total: 58.8%, male: 73.3%, female: 45.4% (2015 est)

HIV/Aids

12.3% (2016 est.), world rank: 4

Income per capita

US$480 (2016 est.), world rank: 165

Income share

Highest 20%: 51.4% of income; GINI Index: 45.6

GDP

US$11.0bn (2016 est.), world rank: 123, growth -25.6% on 2015

Exports FOB

US$3.1bn (2016 est.), world rank: 122 South Africa (21), China (11), Italy (9), India (9), Belgium (8), Spain (5)

Land area

799,380 km2, world rank: 35

Export partners

Land use

Agricultural: 56.3% inc arable: 6.4%, permanent crops: 0.3%, permanent pasture: 49.6%. Forest: 43.7%.

Exports

Aluminum, prawns, cashews, co on, sugar, citrus, timber, bulk electricity

Population

28.0m (2016), world rank: 47, growth: 2.9% pa.

Imports FOB

US$5.2bn (2016 est.), world rank: 121

Urbanisation

32.2% of total population (2015)

Import partners

Age structure

0-14 years: 44.9%, 15-24 years: 21.5%, 25-54 years: 27.2%, 55-64 years: 3.4%, 65+: 2.9%

South Africa (24), China (20), India (14)

Imports

Machinery & equipment, vehicles, fuel, chemicals, metal products, food, textiles

Currency

Metical (MZM)

US$1=

61.40 (12/09/2017); 39.98 (2015)

Ethnic groups

African (Makhuwa, Tsonga, Lomwe, Sena, and others): 99.7%, Europeans: 0.06%, Euro-Africans: 0.2%, Indian: 0.1%

Languages

Emakhuwa: 25.3%, Xichangana: 10.3%, Portuguese (official; spoken by 27%): 10.7%, Cisena: 7.5%, Elomwe: 7.0%, Other: 39.2%

State of the media

A rapidly growing entrepreneurial media industry is evolving with the country.

Telecommunications Telephone lines per 100 people (2016): 0.3 Mobile subscribers per 100 people (2016): 66.3 Population covered by min. 3G mobile: 50% Research availability

Audience Measurement Survey: 2017

Television

TV reach: 55% of urban population 14 stations: 1 national & 4 regional (government) plus private/NGO/community stations and international satellite services.

Some important commercial services: National: TVM1 (government, general). Regional: TV Miramar (private, general), STV (private, general/sport), DStv (private from South Africa, satellite)

Radio

Radio reach: 16% of urban population Some 60 stations: 1 national, 11 regional, 1 sports stations (government). Plus private/NGO/community stations. Some important commercial stations: National: Radio Mozambique Antena Nacional (government). Regional: Radio Miramar (private), Super FM (private), Radio Indico, SFM (private)

Print

Print reach: 15% of urban population Some 21 newspapers and 10 magazines publish. Important include: Newspapers: Noticias (national, daily, government), Diario de Mocambique (daily, private), O Pais (daily, private), Savana (weekly, private) Magazines: Mozceleb (bi-monthly), Visao Jovem (youth, private), Exame (business, monthly)

Cinema

New cinemas with 3D in Maputo and Matola, otherwise limited.

Outdoor

Full range of conventional outdoor opportunities exist. Serviced by local and South African contractors.

Online

Internet users per 100 people (Jun 2017): 17.5 Fixed broadband per 100 people (2016): 0.1 Households per 100 with computer: 6.1 Households per 100 with home internet access: 13.2 Web traffic share: mobile: 87% Facebook accounts (Aug 2017): 1,7m Country code: .mz

Source: BBC, CIA World Book, World Bank, ITU, Internet World Stats,Facebook, PAMRO, own files, Mozambique Market: Digital Platform

OMD Media Facts

NovemberAdFocus 2017 2017 • 19- 65

OMD

OMD

NAMIBIA Background

Colonised by Germany in the late 1800's, Namibia was administered by South Africa from 1918. A er a 25 year bush war it gained independence in 1990 and has been governed by SWAPO since.

Climate

Mainly desert; hot, dry; rainfall sparse and erratic

Terrain

Mostly high plateau; Namib Desert along coast; Kalahari Desert in east

Literacy

15+ read/write: total: 81.9%, male: 79.2%, female: 84.5%

HIV/Aids

13.8% (2016 est.), world rank: 5

Income per capita

US$4,620 (2016 est.), world rank: 91

Income share

Highest 20%: 66.4% of income; GINI Index: 61.0

Resources

Diamonds, copper, uranium, gold, lead, tin, lithium, cadmium, zinc, salt, hydropower, fish

Land area

824,292 km2, world rank: 34

Exports FOB

US$4.2bn (2016 est.), world rank: 112

Land use

Agricultural: 47.2% inc arable: 1%, permanent pasture: 46.2%.

Export partners

South Africa, USA

Population

2.5m (2016), world rank: 141, growth: 2.2% pa.

Exports

Urbanisation

Diamonds, copper, gold, zinc, lead, uranium; ca le, processed fish

46.7% of total population (2015)

Age structure

0-14 years: 37.4%, 15-24 years: 20.4%, 25-54 years: 34.0%, 55-64 years: 4.3%, 65+: 4.0%

Imports FOB

US$6.9bn (2016 est.), world rank: 109

Import partners

South Africa, USA

GDP

US$10.3bn (2016 est.), world rank: 127, growth -10.7% on 2015

Ethnic groups

Ovambo: 50%, Kavangos: 9%, Herero: 7%, Damara: 7%, White 6%, Mixed 6.5%, Nama: 5%, Caprivian: 4%, Bushmen: 3%. Other: 3%

Imports

Food, fuel, machinery & equipment, chemicals

Languages

Oshiwambo languages: 48.9%, Afrikaans (common language of most of the population/60% of Whites): 10.4%, English (official) 3.4%

Currency

Namibian dollar (NAD)

US$1=

13.02 (12/09/2017); 12.76 (2015)

State of the media

Mature industry in a media friendly country, catering for a diverse audience.

Telecommunications Telephone lines per 100 people (2016): 7.7 Mobile subscribers per 100 people (2016): 109.2 Population covered by min. 3G mobile: 37% Research availability

Most recent survey: Media Metrics 2016, others

Television

42.9% of adult population viewed yesterday Stations: 1 state owned, 1 private free-to-air stations. Plus international satellite services.

National: Namibian Broadcasting Corporation (government, general), One Africa TV (private, general), DStv (private from South Africa, satellite)

Radio

80.3% of adult population listened yesterday Stations: about 30 in total including 1 national, 10 language/regional community (government). Plus private stations.

National: NBC National Radio (government). Regional: Radio Oshiwambo (NBC government), Omulunga (private), Fresh FM (private), 99FM (private), Kanaal 7 (private), Radio Energy (private), Radiowave (private), Base FM (private)

Print

6 dailies, some weeklies plus magazines produced for the local market.

Newspapers: The Namibian (daily, private), New Era (daily, government), Namibian Sun (daily, private), Die Republikein (daily, private), Allgemeine Zeitung (daily, private), Namibia Economist (business daily, private), Informante (weekly, private).

Magazines: Prime Focus (monthly), Insight (current affairs, monthly), Flamingo (in-flight)

Cinema

Cinemas located in Windhoek, Swakopmund and Ongwediva

Outdoor

Full range of conventional outdoor opportunities exist. Serviced by local and South African contractors.

Online

Internet users per 100 people (Jun 2017): 31.0 Fixed broadband per 100 people (2016): 2.2 Households per 100 with computer: 17.7 Households per 100 with internet access: 24.5 Web traffic share: mobile: 76% Facebook accounts (Aug 2017): 580,000 Country code: .na

Source: BBC, CIA World Book, World Bank, ITU, Internet World Stats, Facebook, PAMRO, own files

20 • OMD Media Facts

66 - AdFocus 2017

November 2017

MEDIA FACTS LESOTHO Land area

30,355 km2, world rank: 142

Population 2015

2.2m, world rank: 143, growth: 1.3% pa.

Income per capita 2015

US$1,210, world rank: 141

GDP 2016 est.

US$2.2bn, world rank: 156, growth: -5.8% on 2015

Telephone lines per 100 people 2015 Mobile subscribers per 100 people 2015 State of the media

Popular medium. National: Radio Lesotho (Sesotho & English, government) Kingdom of Joy (English, social upli ment, private). Regional: MoAfrika FM (Sesotho, private); People's Choice (entertainment/general, private)

Print

Newspapers: Public Eye (English & Sesotho, weekly, largely national, private); The Mirror (English & Sesotho, weekly, private), Lesotho Times (English, weekly, major centres); Sunday Express (English, Sunday, major centres, private) Moeletsi Oa Basotho (general/religious)

Cinema

Available via South Africa's Ster Kinekor.

Outdoor

Full range of conventional outdoor opportunities exist.

1.9 106.6

A small, poor country with rudimentary local media industry. Much overspill from South Africa.

National: Lesotho TV (Sesotho & English, cultural & social upli ment, government)

Television

Radio

Internet users per 100 people, Jun 2017

27.4

Web traffic share: mobile Facebook accounts Aug 2017

89% 310,000

SEYCHELLES Land area

455 km2, world rank: 199

Population 2015

0.1m, world rank: 194, growth: 1.3% pa.

Income per capita 2015

US$15,410, world rank: 39

GDP 2016 est.

US$1.4bn, world rank: 162, growth: -0.7% on 2015

Telephone lines per 100 people 2015 Mobile subscribers per 100 people 2015 State of the media

Television

Radio

National: Pure FM, Seychelles Broadcasting Corporation, AM Radio Seychelles (French plus English & Creole, larger islands, youth orientated), Paradise FM (French plus English & Creole, larger islands, general interest)

Print

Newspapers: Le Seychellois Hebdo, Seychelles Nation (French plus English & Creole, daily, all islands, government), Victoria Times, Today in Seychelles, The Independent, Seychelles Weekly, Business Seychelles, Seychelles Nation, Rising Sun (English, daily, main islands, private), Regar (English plus French & Creole, weekly, main islands), The People (English plus French & Creole, weekly, main islands).

Magazines: Isola Bella (English & French, monthly general interest, main islands)

Cinema

Deepam Cinema

Outdoor

Full range of conventional outdoor opportunities exist.

22.1 161.2

Characterized by government monopolization of broadcast, tough libel laws that have been used against opposition newspapers, occasional a acks against and harassment of media workers, and extensive self-censorship.

National: Seychelles Broadcasting Corporation (general and community, very pro-government)

Internet users per 100 people, Jun 2017

56.5

Web traffic share: mobile Facebook accounts Aug 2017

48% 62,000

SWAZILAND Land area

17,364 km2, world rank: 159

Population 2015

1.3m, world rank: 153, growth: 1.8% pa.

Income per capita 2015

US$2,830, world rank: 118

GDP 2015

US$3.7bn, world rank: 149, growth: -9.9% on 2015

Telephone lines per 100 people 2015 Mobile subscribers per 100 people 2015 State of the media

Television

Radio

National: Radio Swaziland National Service (Siswati, national, traditional orientation), Radio Swaziland English Service (English, national, youth & entertainment), Voice of the Church (Christian, private)

Print

Newspapers: National: Swazi Observer (English & Siswati, daily), Times of Swaziland (English, daily), Swazi News (English, weekly, major centres), Weekend Observer (English & Siswati, weekly, major centres), Voice (private). Magazines: Nation Magazine (English, monthly, urban, official magazine).

Cinema

Too few cinemas exist to be a viable medium.

Outdoor

Full range of conventional outdoor opportunities exist.

3.2 76.4

A small, poor, conservative country with a media industry to match. Strong state control. Much overspill from South Africa.

National: Swazi TV (English, Siswati & Zulu, national, general, government), Channel S (English & Siswati, larger centres, younger upmarket target), DStv (English/satellite broadcast from SA)

Internet users per 100 people, Jun 2017

33.0

Web traffic share: mobile Facebook accounts Aug 2017

89% 160,000

OMD Media Facts

NovemberAdFocus 2017 2017 • 21- 67

OMD

OMD

TANZANIA Background

Shortly a er achieving independence from Britain in the early 1960s, Tanganyika and Zanzibar merged to form the nation of Tanzania in 1964. Government of national unity in 2010.

Literacy

15+ read/write: total: 70.6%, male: 75.9%, female: 65.4% (2015 est)

HIV/Aids

4.7% (2016 est.), world rank: 13

Income per capita

US$900 (2016 est.), world rank: 149

Climate

Varies from tropical along coast to temperate in highlands

Terrain

Plains along coast; central plateau; highlands in north, south

Income share

Highest 20%: 45.8% of income; GINI Index: 37.8

Resources

Hydropower, tin, phosphates, iron ore, coal, diamonds, gemstones, gold, natural gas, nickel

GDP

US$47.4bn (2016 est.), world rank: 78, growth 4.0% on 2015

Land area

947,300 km2, world rank: 31

Exports FOB

US$6.0bn (2016 est.), world rank: 102

Land use

Agricultural: 43.7% inc arable: 14.3%, permanent crops: 2.3%, permanent pasture: 27.1%. Forest: 37.3%

Export partners

India (21), China (8), Japan (5), Kenya (5), Belgium (4)

Population

55.6m (20,165), world rank: 25, growth: 3.1% pa.

Exports

Gold, coffee, cashew nuts, manufactures, co on

Urbanisation

31.6% of total population (2015)

Imports FOB

US$10.0bn (2016 est.), world rank: 94

Age structure

0-14 years: 44.1%, 15-24 years: 19.7%, 25-54 years: 29.7%, 55-64 years: 3.5%, 65 years+: 3.0%

Import partners

China (35), India (14), South Africa (5), UAE (4)

Imports

Consumer goods, machinery and transportation equip., industrial raw materials, oil

Currency

Tanzanian shilling (TZS)

US$1=

2,242.0 (12/09/2017); 1,989.7 (2015)

Ethnic groups

Mainland: African: 99% (mainly Bantu from over 130 tribes), Asian, European, and Arab: 1%. Zanzibar: Arab, African, mixed Arab and African

Languages

Kiswahili (official), English (official, language of commerce, administration, and higher education), Arabic, many local languages

State of the media

A large poor country with a high population. Tanzania's media scene, once small and largely state-controlled has developed and now supports a remarkably diverse and strong industry. The mainland and Zanzibar have separate media policies. Many islanders can pick up broadcasts from the mainland and read mainland Tanzanian press.

Telecommunications Telephone lines per 100 people (2016): 0.2 Mobile subscribers per 100 people (2016): 74.4 Population covered by min. 3G mobile: 85% Research availability

IPSOS Day-A er-Recall Survey: 2016

Television

TV per 100 households: 15.0 (2011), recent research indicates 59% reach of the population. Completed switch to digital.

10 stations broadcast, 4 near national (1 government, 3 private) ITV (Independent Television/Kiswahili & English/major centres/private), TBC1 (Kiswahili & English/national/government), Star TV (English/major centres/private), EATV(East Africa Television: is the top youth station), DStv (English/satellite broadcast from South Africa). Regional: Clouds TV (Kiswahili & English/private), TV1 (Kiswahili & English/major centres/private), Azam TV (Kiswahili & English, satellite/private), ZBC (Zanzibar Broadcasting Corporation/Kiswahili/ Zanzibar/government)

Radio

Radio per 100 households: 65.0 (2011), recent research indicates almost 90% reach of the population Stations: over 70 in total: 1 national, 2 regional (government), 4 national, 32 private, 6 international and balance community.

Some important commercial stations: RFA (Radio Free Africa/Kiswahili & English/urban areas/entertainment/private), Radio One (Kiswahili & English/urban/information & education/private), Radio Tanzania (inc TBC FM & TBC Taifa: Kiswahili/national, mainly rural/family/government), Clouds FM (Kiswahili & English/entertainment & music/private) Times FM (Kiswahili & English/entertainment & music/private)

Print

Almost 80 newspapers including 15 dailies, large number of weeklies, some magazines produced for the local market. Plus Pan-East African and international titles. There are Kiswahili and English papers alike.

Nipashe (Kiswahili/daily & Sunday newspaper/major centres), Daily News (daily/government), Business Times Tanzania (English & Kiswahili/weekly business newspaper/major centres), Mwananchi (Kiswahili/daily newspaper/popular content/major centres), The Citizen (English/daily/private), Majira (national/information/entertainment), Harabi Leo (Tanzanian newspaper published by Daily News Media Group/news/culture/international in Kiswahili), Bang Magazine (English & Kiswahili/6 x pa/showcases E. Africa & educational)

Cinema

Too few cinemas exist to be a viable medium.

Outdoor

Full range of conventional outdoor opportunities exist.

Online

Internet users per 100 people (Jun 2017): 13.0 Fixed broadband per 100 people (2016): 0.3 Households per 100 with computer: 4.0 Households per 100 with fixed internet access: 4.5 Web traffic share: mobile: 88% Facebook accounts (Aug 2017): 4,4m Country code: .tz

Source: BBC, CIA World Book, World Bank, ITU, Internet World Stats, Facebook, PAMRO, own files

22 • OMD Media Facts

68 - AdFocus 2017

November 2017

MEDIA FACTS ZAMBIA Background

Northern Rhodesia was administered by the [British] South Africa Company from 1891 until it was taken over by the UK in 1923, changing to Zambia upon independence in 1964. New presidents 2011, 2015.

Literacy

15+ read/write: total: 63.4%, male: 70.9%, female: 56.0% (2015 est)

HIV/Aids

12.4% (2016est.), world rank: 7

Income per capita

US$1,300 (2016 est.), world rank: 140

Income share

Highest 20%: 61.1% of income; GINI Index: 55.6

GDP

US$19.6bn (2016 est.), world rank: 105, growth -7.6% on 2015

Exports FOB

US$6.6bn (2016 est.), world rank: 99

Export partners

Switzerland (44), China (15), Singapore (8), South Africa (8), Dem. Rep Congo (8)

Climate

Tropical; modified by altitude; rainy season (October to April)

Terrain

Mostly high plateau with some hills and mountains

Resources

Copper, cobalt, zinc, lead, coal, emeralds, gold, silver, uranium, hydropower

Land area

752,618 km2, world rank: 39

Land use

Agriculture: 31.7% inc arable: 4.8%, permanent pasture 26.9%. Forest 66.3%.

Population

16.6m (2016), world rank: 66, growth: 3.0% pa.

Exports

Copper, cobalt, electricity, tobacco, flowers, co on

Urbanisation

40.9% of total population (2015)

Imports FOB

US$6.8bn (2016 est.), world rank: 113

Age structure

0-14 years: 46.1%, 15-24 years: 20%, 25-54 years: 28.6% , 55-64 years: 2.9%, 65+ years: 2.4%

Import partners

South Africa (31), Dem. Rep. Congo (11), China (8), Mauritius (6), Kenya (5)

Ethnic groups

African (inc Bemba, Tonga, Chewsa, Lozi, Nsenga, Tumbuka): 99.6%, European & other: 0.4%

Imports

Languages

English (official), major vernaculars: Bemba, Nyanja, Tonga, Lozi, Chewsa, Nsenga, total some 70 other indigenous languages

Machinery, transportation equip., oil products, electricity, fertilizer; food, clothing

Currency

Zambian kwacha (ZMK)

US$1=

9.35 (12/09/2017); 8.60 (2015)

State of the media

Until recent years the State controlled main-stream media. Relaxing ownership has produced an expansion of the industry.

Telecommunications Telephone lines per 100 people (2016): 0.6 Mobile subscribers per 100 people (2016): 74.9 Population covered by min. 3G mobile: 53% Research availability

Zambia All Products Media Survey 2014, Ipsos Day A er Recall 2017

Television

TV per 100 households: 30.7 (2010), recent research indicates 67% reach of population. Some 45 services available including National: ZNBC & TV2 (general, government), Muvi TV (general, private), DStv (satellite from South Africa), TBN (religious, private), Mobi TV (general, private). Regional: CBTS (general, private)

Radio

Radio per 100 households: 58.3 (2010), recent research indicates 76% reach of population. 66 stations available including National: ZNBC 1, 2 & 4 (government), Komboni Radio (private), Radio Phoenix (private). Regional: Breeze (private), QFM (private), Mano (news/general, private), Sky FM (private), Icengelo (religious), Yatsani (Catholic Church), Hone FM (private)

Print

Newspapers, 10 titles reach 35% of population including: The Post (daily, private), Times of Zambia (daily, government), Zambia Daily Mail (daily, government), Sunday Mail (weekly, government), Sunday Times (weekly, private) Harare Post (weekly, private).

Magazines, 20 titles reach 22% of population including: Drum (monthly), Beauty Zambia (monthly)

Cinema

Cinemas located in Lusaka

Outdoor

Full range of conventional outdoor opportunities exist.

Online

Internet users per 100 people (Jun 2017): 30.1 Fixed broadband per 100 people (2016: 0.2 Households per 100 with computer: 7.4 Households per 100 with fixed internet access: 12.7 Web traffic share: mobile: 88% Facebook accounts (Aug 2017): 1,4m Country code: .zm

Source: BBC, CIA World Book, World Bank, ITU, Internet World Stats, Facebook, PAMRO, own files

OMD Media Facts

NovemberAdFocus 2017 2017 • 23- 69

OMD

OMD

ZIMBABWE Background

The UK annexed Southern Rhodesia in 1923. In 1965 the (White) government unilaterally declared independence.

UN sanctions and a guerrilla uprising led to free elections in 1979 and independence (as Zimbabwe) in 1980.

Subsequent political problems well known.

Literacy

15+ read/write: total: 86.5%, male: 88.5%, female: 84.6% (2015 est)

HIV/Aids

13.5% (2016 est.), world rank: 6

Income per capita

US$940 (2016 est.), world rank: 148

Climate

Tropical; moderated by altitude; rainy season (November to March)

Income share

Highest 20%: 497%; GINI Index: 43.2

Terrain

Mostly high plateau with higher central plateau (highveld); mountains in east

GDP

US$16.3bn (2016 est.), world rank: 108, growth 1.3% on 2015

Resources

Exports FOB

US$3.3bn (2016 est.), world rank: 120

Coal, chromium, asbestos, gold, nickel, copper, iron ore, vanadium, lithium, tin, platinum group metals

Export partners

China (27), Dem. Rep. Congo (13), Botswana (12), South Africa (12)

Land area

390,757 km2, world rank: 61

Exports

Land use

Agriculture: 42.5% inc arable: 10.9%, permanent crops: 0.3%, permanent pasture: 31.3%, Forest: 39.5%

Platinum, co on, tobacco, gold, ferroalloys, textiles/clothing

Imports FOB

US$5.8bn (2016 est.), world rank: 119

Population

16.2m (2016), world rank: 69, growth: 2.4% pa.

Import partners

South Africa (45), China (12), Zambia (6), India (5)

Urbanisation

32.4% of total population (20,154)

Imports

Age structure

0-14 years: 37.8%, 15-24 years: 21.3%, 25-54 years: 33.9%, 55-64 years: 3.5%, 65+ years: 3.5%

Machinery & transport equip., other manufactures, chemicals, fuel, food

Ethnic groups

African 99.4% (predominantly Shona, Ndebele second largest), other inc white 0.4%, unspecified 0.2%

Currency

Languages

English (official), Shona, Sindebele (Ndebele), 13 minor languages

US$: Zimbabwean dollar (ZWD) eliminated 2009. Bond notes issued 2016 to counter poor supply of US$

State of the media

State dominated media ownership, decrease in censorship in recent years, troubled by worsening chronic economic environment.

Telecommunications Telephone lines per 100 people (2016): 2.0 Mobile subscribers per 100 people (2016): 83.2 Population covered by min. 3G mobile: 55% Research availability

Zimbabwe Advertising Research Foundation (ZARF) industry research. Zimbabwe All Media Products Survey 2016

Television

TV per 100 households (2011): 36.3, recent research indicates 71% reach of population in peak time hours National: ZTV 1 & 2 (general, government), satellite services both free and paid are particularly popular, including DStv (satellite broadcast from South Africa), eAfrica (eTV ex South Africa)

Radio

Radio per 100 households (2011): 37.9. Research indicates 67% reach of population including National: Radio Zimbabwe (government), National FM (government), SFM (government), Power FM (government), Star FM (private), ZiFM (private)

Print

Newspapers are able to get 63% reach of population including: The Herald (daily, government), The Chronicle (daily, government), NewsDay (daily, private), Daily News (daily, private), The Sunday Mail (weekly, government), Financial Gaze e (weekly, private), Zimbabwe Independent (weekly, private). Magazines: Out of Africa (monthly), Domino (monthly), The Parade (monthly), high incidence of South African magazines

Cinema

Almost all cinema screens located in Harare.

Outdoor

Full range of conventional outdoor opportunities exist.

Online

Internet users per 100 people (Jun 2017): 41.4 Fixed broadband per 100 people (2016): 1.1 Households per 100 with computer: 11.8 Households per 100 with fixed internet access: 18.1 Web traffic share: mobile: 76% Facebook accounts (Aug 2017): 870,000 Country code: .zw

Source: BBC, CIA World Book, World Bank, ITU, Internet World Stats, Facebook, PAMRO, own files

24 • OMD Media Facts

70 - AdFocus 2017

November 2017

AdFocus 2017 - 71

“Brilliant media thinking is in our DNA”

Adfocus Agency of the Year 2016

Roger Garlick Grand Prix 2016

Adfocus Media of the Year 2016

Thought leaders are the informed industry champions who turn ideas into reality.

Omnicom’s media agency brands are consistently recognized as being among the world’s creative best.

South Africa

72 - AdFocus 2017

MEDIA OWNERS

Moving Ads Kena Media

74 76

AdFocus 2017 - 73

Media Owners

Moving Ads WE GO BY THE NAME OF Moving Ads SA OUR CORE SPECIALITY IS We are core specialist in effective Mobile, scrolling and LED advertising, Brand Activations, community mobilizations.

OUR BIG PIECE OF WORK IN THE PAST 12 MONTHS Introduction of digital trucks, large crowds mobilization.

OUR BIG CLIENTS Multichoice OUR OLDEST ACCOUNTS Multichoice, Money Gram, National Union of Mine workers ACCOUNTS WE’VE WON OVER THE PAST 12 MONTHS None ACCOUNTS WE’VE LOST OVER THE PAST 12 MONTHS None WHO OWNS US We are a family Business, Headed by the founder and chairman of the board, Rodwell Jacha.

OUR BEE RATING 1 OUR REVENUE BAND +/-14 million annualy THIS IS HOW MANY PERMANENT EMPLOYEES WE HAVE 22 WHO’S THE BOSS The Boss is our Managing Director, Tinashe Jacha.

OUR BUSINESS IN 140 CHARACTERS We build strong brands through innovative media activations solutions.

OUR KEY MOMENT IN THE PAST 12 MONTHS IN 50 WORDS Over the past year, the team has produced many activations which have really stood out. Our ability to give consumers access to brands and products, and vice versa. It is the holistic experience of the brand that sets Moving Ads apart. The team has recently done some work in Maseru, Lesotho.

SO YOU LIKE US, THIS IS HOW YOU GET IN TOUCH WITH US +27 (0) 11 805 0659 admin@moving-ads.co.za www.moving-ads.co.za @MovingAdsSA Moving Ads South Africa

74 - AdFocus 2017

With the natural expansion of the company, Moving Ads has enjoyed a successful year of growth. The team has recently done some work in Maseru, Lesotho. The big news is that the business has moved into a larger office space in Midrand to accommodate the additional growth, whilst also completing some work in Maseru, Lesotho.

Chairman Rodwell Jacha admits, however, that despite its growth, it’s hard to escape the adverse economic conditions.

With clients reducing their advertising spend, he says its challenging operating a media house and maintaining the standard of work with budgets that have been so drastically reduced.

“With clients reducing their advertising spend, the company has learnt the art of working with smaller or weak budgets which has made Moving Ads a better team,” he says, adding that it is a

case of adjusting campaigns to fit the budget.

In keeping with the need to be flexible, Moving Ads has also put plans into place to extend its offering, believing that the best way to fight the economic situation is through diversification.

The company has always specialised in outdoor media, promotions and events, however, these have been of a static nature.

The extended offering works to incorporate digital into the mix, with very promising results, adding to its positioning as an agency with an unconventional approach to experiential marketing.

Indeed, reinvention, innovation and diversification has become the backbone of how Moving Ads has weathered the current marketing storms. An additional

trend, Jacha observes, is that agencies have started to think for their clients, taking on the role of sounding board and partner, providing insights from the market in terms of how clients can achieve their goals.

With the advent of social media, as well as its greater application, Moving Ads is able to offer surveys via social media platforms to its clients. Through its activations, it is able to command crowds in rural areas, thus enabling not only the trial of products, but also feedback to clients through reports. Moreover, Moving Ads has recently launched its own YouTube channel, which will enable it to live stream activations on YouTube, as well as its website, going forward.

Over the past year, the team has produced many activations which have really stood out, for What makes Moving Ads stand out from its competitors, says Jacha, is its ability to give

consumers access to brands and products, and vice versa. It is the holistic experience of the brand that sets Moving Ads apart – Jacha explains that consumers are able to feel, see, touch and taste the product during the activations, not to mention that clients are provided with real time feedback on site, which allows for challenges to be solved quickly and effectively and for adjustments to be made to the campaign with instant effect, if required. Moving Ads’ philosophy of ‘doing it right, first time’ means that clients are assured of utmost efficiency and effectiveness.

Working as it does in stadiums that have the capacity to hold up to 80 000 people, Jacha points out that Moving Ads’ campaigns and activations provide audiences with memorable experiences and events that live on long after the event itself is over.

The company consists of 22 permanent staff on site at the

company’s headquarters in Midrand. Aside from this, Moving Ads works with over 200 people in various regions of the country who can be pulled in to assist with activations. The advantage here is that the company not only provides employment to people within the communities where it works, but these people are themselves part of the community and able to provide the client with valuable insights. Aside from Jacha, the management team comprises MD Mr Tinashe, GM Mr Nyasha Muza and Accounts Manager Miss Sisa Mkandla.

There is also a full technical team that is dedicated to rolling out of campaigns. There is also a team of drivers who work with both digital and static poster trucks.

Jacha insists that in a fluid industry where change is a given, the entire team needs to be well prepared to accommodate change. “We need to stay informed about world markets

and be widely read so as to connect with others of all levels and cultures,” he believes. In addition, he prizes the concept of taking a global view and sharing knowledge and trends with others in the industry.

Over the next year, Jacha says the focus will be on incorporating more digital advancement and bigger sized activations. He adds that Moving Ads has gathered expertise on what audiences find relevant and to this end, are able to access consumers in all markets – both the well populated urban markets as well as beyond into less dense rural areas. “Rural markets are particularly open to brands and new experiences,” he concludes.

AdFocus 2017 - 75

Media Owners

Kena Media WE GO BY THE NAME OF Kena Media Communications.

OUR CORE SPECIALITY IS Billboard Media Advertising Specialist.

THIS IS HOW OLD WE ARE 12 years.

THIS IS HOW MANY PEOPLE WE HAVE 25.

WHO’S THE BOSS Tshepo Matsepe Lerumo Maisela OUR BUSINESS IN A TWEET The Most Empowered Billboard Advertising Agency.

So you like us, engage with us +27 (0) 11 447 7370 info@kenamedia.co.za www.kenamedia.co.za facebook.com/Kena Outdoor Instagram.com/kenaoutdoorza

76 - AdFocus 2017

Kena Media has carved a unique space in the market by way of its offering.

As a billboard media owner and communications specialist, the agency owns Kena Outdoor – an Out of Home (OOH) offering which has been operating for 12 years; Mzala Print which does the banner printing for billboards; Thotbox, a by-product of the company’s outdoor community radio placement and First-Class Design Studio – an in-house studio and idea generation hub for clients who do not have a design or advertising agency.

“Our strength comes from our inventory,” says CEO, Lerumo Maisela. The agency has shown growth over the past year, doing significant amounts of work for the Department of Health’s launch of the Phila Campaign as well as for Standard Bank, Nedbank, Multichoice and AB InBev. This growth has largely been focused within the Gauteng region, which Maisela says is where most advertisers want to be. “Ultimately, however, success boils down to customer service and knowing what your clients are looking for, as well as being able to meet their demands,” he maintains.

It’s an environment where added value makes all the difference to clients, enabling them to really leverage off their spend.

To this end customers are given additional mileage for their campaigns, for example, a six-month campaign will be extended to eight months; or they

can look at leveraging off other mediums such as live reads or interviews on community radio stations – all of which provides them with better value for money.

There are always ways to increase the impact of a campaign, informs Maisela. For example, a client with a small budget who wants high mileage out of a campaign can look at the option of a circulation deal whereby the billboard is moved from area to area, ensuring national coverage for less spend.

Another option is to place the billboard in a more concentrated area, for a shorter period of time.

Mzala Print offers clients an additional avenue for added value.

The agency’s in-house printing facility is also a win for clients with limited budget, allowing for the printing and building of billboards at no extra charge. “We have invested in a spectrum of facilities to service clients more effectively,” Maisela reveals.

That said, it’s not all smooth sailing and Maisela comments that the regulations around outdoor advertising are a stumbling block for industry players, where in fact, they should actually protect all parties involved.

“Municipalities these days are implementing tighter controls than ever before, without giving much thought as to why they’re

doing it, or what the consequences of these infringements will be,” he says, adding that while municipalities often complain about lack of funds, they fail to realise that outdoor provides a steady revenue stream.

“Sadly, South Africa has become a conflict-driven society and all too often, it seems as though the only way to resolve this conflict is through the courts, which may well be the only way to protect the industry,” he says.

Looking ahead, Maisela is excited to be investigating a number of opportunities involving digital, including the launch of digital publications and the sale of space on digital platforms. Digital, he says, offers endless opportunities.

CORPORATE PROFILES

Boomtown Brand Union BWD Advertising DDB South Africa Decimal Agency Demographica DUKE Ebony+Ivory Edelman FoxP2 FCB Africa Group Africa Marketing Havas HDI Youth Marketeers Joe Public United King James Group M&C Saatchi Abel McCann Worldgroup MediaMix360 Mortimer Harvey Mediology Promise Ogilvy South Africa TBWA\ TILT Influence Architects The Odd Number Wunderman SSA

78 79 80 81 82 83 84 85 86 87 88 90 92 94 96 98 100 102 104 106 108 109 110 113 114 115 116

AdFocus 2017 - 77

Corporate Profile

78 - AdFocus 2017

Corporate Profile

Brand Union WE GO BY THE NAME OF Brand Union OUR CORE SPECIALITY IS Brand Strategy, design and employee engagement OUR BIG PIECE OF WORK IN THE PAST 12 MONTHS Launching Arise, a new Pan-African development fund that combines the African investments of three cornerstone investors: Norfund, FMO and Rabobank.

OUR BIG CLIENTS Vodacom, Standard Bank, MMI, SAB AB InBev OUR OLDEST ACCOUNTS Standard Bank, SAB InBev ACCOUNTS WE’VE WON OVER THE PAST 12 MONTHS Allan Gray, Rickett Benckiser, Safaricom, Ascendis Health ACCOUNTS WE’VE LOST OVER THE PAST 12 MONTHS n/a WHO OWNS US WPP OUR BEE RATING In review OUR REVENUE BAND R25m-30m THIS IS HOW MANY PERMANENT EMPLOYEES WE HAVE 35 WHO’S THE BOSS Mathew Weiss OUR BUSINESS IN 140 CHARACTERS We are a global brand agency that exists to ensure that the entire experience of a brand is both Brilliantly Designed and Beautifully Connected.

OUR KEY MOMENT IN THE PAST 12 MONTHS IN 50 WORDS Combining with four other WPP branding consultancies and design agencies to create a global next generation brand agency. By combining Brand Union with The Partners, Lambie-Nairn, Addison Group and VBAT, it will enable clients to engage with a wider array of specialists, provide a more connected set of services, and will make the strategic, creative and client-focused excellence of each of the five agencies accessible at scale.

SO YOU LIKE US, THIS IS HOW YOU GET IN TOUCH WITH US +27 21 486 8500 or +27 11 895 9300 capetown@brandunion.com www.brandunion.com @TBUAfrica

Brand Union Africa is celebrating a remarkable past year - with the addition of blue chip local and international brands, its client base has extended to 18. In a sluggish economy, revenue has grown by 22% and the agency has retained all of its long-standing clients including Standard Bank, Vodacom, Ab-InBev and Metropolitan.

There’s big news to celebrate too. MD Matthew Weiss reports that Brand Union will be combining with four of WPP’s specialist brand agencies, resulting in the establishment of a dynamic, leading, global brand agency. Each of the four companies is a leader within its field. Factor in Brand Union’s strategic strength and global influence and the result, he reveals, will be an entity able to provide clients with a wider, more specialised and connected set of services through a single point of contact. Amalgamating these companies will allow clients to access a breadth of services covering almost every aspect of brand and communications.

That’s not to say that the past year has all been plain sailing.

“Many companies are achieving margin growth by cutting costs, which has a negative impact on

marketing budgets,” he points out, adding that it is taking clients longer to make decisions and every penny spent is scrutinised for ROI. Brand Union, however, is not the kind of agency to sit back and complain. Weiss maintains that with challenge comes opportunity.

Brand Union has gone back to basics, focusing on understanding consumer needs in order to help its clients ensure optimal relevance and distinctiveness.

As the needs of consumers change, so do those of clients and this is where agencies need to ensure they remain relevant, says Weiss. Because of client demands around ROI, it’s critical to show real value. Moreover, innovation should be central to all major brand conversations.

In this environment, Brand Union is ideally placed to assist clients with its expertise in the area of brand strategy. The agency develops solutions based on its deep understanding of consumers.

This information is used by creatives to produce exciting work that also solves business problems.

Brand Union is the only branding agency in Africa to offer a global network leveraged for global best practice and world

class solutions. “Because we’re channel and media neutral – and the fact that our primary output is not advertising – we really are able to think brand and consumer first,” he says.

Today’s successful brands depend on powerful and connected experiences.

“Increasingly, the way in which the brand is experienced, becomes the brand,” he explains, adding that Brand Union aims to build brilliantly designed and beautifully connected brand experiences, whether it’s a massive product launch or a tiny online interaction. Each experience is based on firm foundations and feels consistent, but not cookie cutter. Ultimately, Weiss believes that this type of brand experience would not be possible without close and sustained relationships with clients.

AdFocus 2017 - 79

Corporate Profile

BWD Advertising WE GO BY THE NAME OF BWD Advertising OUR CORE SPECIALITY IS Marketing, Advertising and Communication Services OUR BIG PIECE OF WORK IN THE PAST 12 MONTHS Thebe Excellence Awards OUR BIG CLIENTS T-Systems, Thebe Investment Corporation, Aha Hotels, Menlyn Maine Central Square OUR OLDEST ACCOUNTS Pioneer Wealth Mangers, Dariel Solutions ACCOUNTS WE’VE WON OVER THE PAST 12 MONTHS Thebe Investment Corporation & aha Hotels & Lodges ACCOUNTS WE’VE LOST OVER THE PAST 12 MONTHS Pareto Limited WHO OWNS US Independent OUR BEE RATING Level One Contributor OUR REVENUE BAND THIS IS HOW MANY PERMANENT EMPLOYEES WE HAVE 15 WHO’S THE BOSS Bongani Gosa OUR BUSINESS IN 140 CHARACTERS BWD Advertising is a modern advertising agency that relentlessly pursues new frontiers of creativity by embracing an ever state of evolution to promote the growth of our clients.

OUR KEY MOMENT IN THE PAST 12 MONTHS IN 50 WORDS BWD celebrating 10 years of helping our clients grow. Today, we are a full service digital agency that offers a complete range of digital communication services. With an established network of specialist associates, our client portfolio not only boasts SMMEs and start-ups, but also a myriad of blue chip companies and conglomerates across all industries.

SO YOU LIKE US, THIS IS HOW YOU GET IN TOUCH WITH US +27 (0) 11 321 0193 info@bwd.co.za : www.bwdadvertising.co.za @BWDjhb BWD Advertising

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Bongani Gosa, Founder and Creative Director of BWD Advertising

Since the dti gazetted the new B-BBEE Sector Code for the South African Marketing, Advertising and Communications (MAC) industry, agencies have been forced to revisit their transformation policies. Not BWD Advertising (BWD), as BWD has been one of the few 100% independently black owned and operated agencies all along.

Bongani Gosa, Founder and Creative Director of BWD Advertising is of the opininion that the MAC industry has some major catchup to do. Explains Gosa: “According to Nielsen AdEX, the total ad spend in South Africa in 2016 equated to R43 billion, of which only one percent was incurred with black owned agencies.”

Gosa however believes that it is not the lack of capability, but rather the lack of opportunity that is prohibiting black owned agencies from getting ahead.

“There is still very much a culture of supporting the ‘Big 5’ in the MAC Industry, even though there are a league of smaller agencies that are as capable as the rest. I humbly believe that BWD Advertising for example, is proof of exactly that.”

BWD’s story is certainly one of that tells of a tenacious hunger for

success. BWD grew from a one-man band that landed its first client via a pay phone and operated from a garage, to a full-service, through-the-line agency that services a multitude of blue chip and multinational clients, within a record time of just over ten years.

Today, the agency is geared with a full suite of services in digital, traditional and emerging marketing tactics to successfully deliver on any MAC project, right through from the R&D of strategies and campaigns, to the full roll out thereof.

In addition, BWD boasts several accolades, including featuring in key publications such as the Financial Mail, being listed in the SA Digital Landscape, speaking at conferences of global stature, and creating award-winning work that amongst other earned the University of Johannesburg (UJ) a MACE Award.

Gosa believes that the reason for the agency’s success is captured in it’s brand positioning, which is: “We grow when you grow.” He enthuses: “Essentially, every communication element should achieve one goal: to yield business growth. Driving results, is therefore the driving force

behind everything we do at BWD.” Another main element that places BWD at the cutting edge, is its unparalleled in-house resources and capability to create engaging digital content. This includes an in-house photography studio and high-tech equipment for creating multi-media components, animations and corporate videos.

Gosa however believes that the agency’s most important key to success has been its ability to adapt to change. Change is also what lies at the heart of the new MAC Charter and it is against this backdrop of transformation that BWD has set its next ambitious goal: to be the largest, independently black owned and operated agency in the country by 2025. “We are willing to work as hard as it takes. Now all we still need is for those companies with significant marketing spend, to give us a fair and equal chance,” he concludes.

Corporate Profile

DDB South Africa WE GO BY THE NAME OF DDB South Africa.

OUR CORE SPECIALITY IS Integrated Communications.

OUR BIG PIECE OF WORK IN THE PAST 12 MONTHS Telkom’s ‘FreeMe’ Campaign.

OUR BIG CLIENTS Nigerian Breweries, African Bank, Edcon, SANBS. OUR OLDEST ACCOUNTS Honda, Unilever.

ACCOUNTS WE’VE WON OVER THE PAST 12 MONTHS Edcon, Chesterfield, African Bank Digital.

ACCOUNTS WE’VE LOST OVER THE PAST 12 MONTHS Telkom WHO OWNS US Omnicom & local shareholders.

OUR BEE RATING Level 2 OUR REVENUE BAND R50 – 70m THIS IS HOW MANY PERMANENT EMPLOYEES WE HAVE 50 WHO’S THE BOSS The management team.

OUR BUSINESS IN 140 CHARACTERS Integrated work that stands out and delivers.

OUR KEY MOMENT IN THE PAST 12 MONTHS IN 50 WORDS Yet again scoring most points of any agency at the APEX Effectiveness Awards in 2017 for our work on Telkom.

SO YOU LIKE US, THIS IS HOW YOU GET IN TOUCH WITH US +27 (0) 11 267 2800 emmet.ohanlon@ddb.co.za louise.johnston@ddb.co.za contactdg@ddb.co.za ddb.co.za @DDBSouthAfrica DDB South Africa

Gold APEX Effectiveness Award for Telkom

Effectiveness and digital integration are the cornerstones of all work done at DDB. After all, in today’s harsh business climate, clients do not go to ad agencies for the fun of it, but rather because they have a job to be done and a business objective to meet.

Coming from a strategic background, CEO at DDB South Africa, Emmet O'Hanlon maintains that effectiveness has always been paramount for him. He believes that creativity must drive effectiveness and more than that, not only must the agency take effectiveness seriously, they must deliver on it too.

DDB’s performance at The APEX Awards proves just how focused the agency is on delivering effective work. While DDB has won at APEX every year since 2008; this year it was the only Gold winner at the awards for its Telkom FreeMe campaign.

By this measure, it also scored as the most effective agency in South Africa for 2017.

O'Hanlon admits that the business climate is difficult; and with a host of agencies negotiating mergers or even closing down, he is pleased to note that DDB is keeping its head well above water.

The agency has continued to win new business: a number of projects from Philip Morris International for Chesterfield, as well as the digital business from African Bank and Edcon.

The digital win from African Bank was particularly pleasing, says O'Hanlon, adding that they pitched against a number of pure play digital agencies and won.

Digital integration is one of DDB’s pillars for growth (the other being effectiveness), and winning the digital work for African Bank shows the agency is punching above its weight in this area. “It’s also given impetus for continued digital expansion,” he says.

Although DDB is part of a global network, O'Hanlon explains that the agency has never had the luxury of depending on network business. Instead, this has forced the South African agency to be lean, hungry, and aggressively go after business.

That said, he recognises the fact that there has not been much new business to go after over the past year for the market in general, something that he hopes will pick up in 2018. “Every pitch will be seriously contested, but we are happy to compete with our peers and confident that we’ll hold our own,” he says. This is in line with the agency’s philosophy of ‘talented and nice’. “We believe we can compete aggressively and win, while still being real and respectful.”

In a climate that is constantly changing, O'Hanlon believes that agencies need to accommodate their client’s demands for quicker response times. He maintains that

the industry needs to look at short circuiting its processes and strategies to produce ‘quality, quicker’ and react timeously to events taking place in the wider world. To this end, DDB is looking at forming partnerships and in-house services that will allow for quicker turnaround times, as well as the production of cheaper content.

In line with the current climate of change, O'Hanlon also points out that something has to shift in the awards ceremonies landscape.

“There are too many awards ceremonies out there which don’t provide any real value for agencies or clients,” he argues, adding that awards must never lose sight of creativity driving underlying business success.

DDB did well at Loeries this year (winning a Gold, two Silvers and two Bronzes), as well as a Bronze at D&AD, keeping it in the top 10 creative agencies in the country.

Indeed, with its focus on effectiveness, together with its full suite of communications disciplines; DDB is primed for success both in terms of delivering for its existing clients; and further expanding its portfolio.

AdFocus 2017 - 81

Corporate Profile

Decimal Agency WE GO BY THE NAME OF Decimal Agency WE ARE A Mid size and growing agency OUR CORE SPECIALITY IS Strategy, concept, creative, video, digital and social media THIS IS HOW OLD WE ARE 4 years OUR BIGGEST BRAG IN THE PAST 12 MONTHS #CleanLikeaBosch TTL Campaign and landing Krispy Kreme OUR BIG CLIENTS Bosch, Siemens, Krispy Kreme, Toughees, Tibb OUR OLDEST ACCOUNTS Bosch, Siemens, Gaggenau and Collective Dynamics OUR WINS OVER THE PAST 12 MONTHS Antalis, Krispy Kreme, Lee Cooper, Röhlig-Grindrod, Häagen-Dazs and Toughees OUR LOSSES OVER THE PAST 12 MONTHS Soviet, News Cafe, Mimmos WHO OWNS US Privately owned OUR BEE RATING Level 4

When you start an advertising agency in a recession, it’s too late to be scared, says Raffaele McCreadie, MD of Decimal Agency. That said, he maintains that a tough economy is the best time to aggressively build a business, and Decimal is certainly a testament to that. The agency celebrates its fourth anniversary this year, after enjoying a particularly fruitful 2016.

Decimal’s biggest win over the past year has been the Krispy Kreme account, servicing the brand’s through-the-line and digital requirements. Despite having lost the Soviet account, McCreadie points out that the agency is now working on British brand, Lee Cooper, and working on bedding down work on the BSH Group, most recently with the ‘Cook like a Bosch/ Clean like a Bosch’ campaigns. “We’ve done well in adversity,” he admits. Moreover, head count has grown from 16 to 22 people (so much that the agency is moving to a larger space later this year), and revenue is set to increase by 50 percent.

McCreadie’s positive attitude must certainly, in part, be to thank for the agency’s strong performance. Instead of lamenting the operating environment, he says there is a great deal of work available for agencies who are willing to go a step beyond the norm. “My response to any agency that is struggling in this climate would be to get onto the phone and arrange meetings,” he says. Clients want to see agencies who are committed. He adds that pitching and landing clients is an expensive process and that by thinking a step ahead, agencies can ensure they make the most of every opportunity that presents itself within an account.

“Ultimately, it’s about investing in relationships as opposed to sales,” says McCreadie.

OUR REVENUE BAND 15-20mil.

THE NUMBER OF PEOPLE WE HAVE 22 WHO’S THE BOSS Raffaele McCreadie (MD) OUR BUSINESS IN A TWEET We are a team of young creative mavericks chasing big brands with big ideas using the art of narrative.

THIS IS WHAT INSPIRES US A constant drive from our employees to be er their skills and find new ways to offer value to our clients.

SO YOU LIKE US, ENGAGE WITH US +27 (0) 11 615 3984 Hello@decimalagency.com www.decimalagency.com @DecimalAgency Facebook.com/DecimalAgency

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Caption goes here in 7.5pt

This, he maintains, goes beyond merely answering a client’s brief, and doing something extra, while keeping an eye out for opportunities that add value to clients, as well as a steady revenue stream for the agency.

Come the end of 2017, clients will start to hold onto their budgets and agencies will need to be mature and disciplined about how they spend their allocated budgets, says McCreadie, adding that there are likely to be more moves from larger agencies to buy smaller independent shops. “They’re seeing how the smaller agencies are landing the big brands and taking note,” he points out.

In keeping with the agency’s philosophy that relationships are a sacred element of the agency/client dynamic, Decimal has been working with a CRM partner in New York. “We have created an autonomous process based on CRM that we’re offering to clients, following the model that advocates speaking to customers and not selling to them,” he reports.

The philosophy around relationships extends into how the staff at Decimal are manged.

McCreadie explains that when every person is given their own creative freedom, sales and customers are a natural result. Human capital is the most important asset in any business and every individual is important – we try to bring out the best in every person, says McCreadie.

That said, one of the greatest challenges facing the industry is that of staff retention. “It’s why we’re so serious about growing wealth for our staff and creating opportunities for them. While it’s unlikely you’ll get rich on a salary, we have various programmes in place to ensure our people progress in the business, and share in WKH SURÀWV µ The focus for the next 12 months will be on establishing in Australia and locally, settling LQWR QHZ RIÀFHV ´:H·UH DOO LQ µ VD\V 0F&UHDGLH of Decimal’s plans to continue on its path of doing great work for its clients and creating solid relationships with them.

Corporate Profile

Demographica WE GO BY THE NAME OF Demographica OUR CORE SPECIALITY IS Full service Business-to-Business (B2B) marketing agency.

OUR BIG PIECE OF WORK IN THE PAST 12 MONTHS The re-brand of Zurich Insurance to Bryte Insurance.

OUR BIG CLIENTS Telkom/BCX, Nedbank, Old Mutual, Standard Bank, Bryte Insurance, Ascendis Health, Peermont OUR OLDEST ACCOUNTS Nedbank, Standard Bank, Bryte Insurance, Old Mutual ACCOUNTS WE’VE WON OVER THE PAST 12 MONTHS Telkom/BCX, Bowmans, Ascendis Health, ACCOUNTS WE’VE LOST OVER THE PAST 12 MONTHS None WHO OWNS US Independent, 100% South African owned. 60% black owned, 30% black female owned.

OUR BEE RATING Level 1 Our revenue band — THIS IS HOW MANY PERMANENT EMPLOYEES WE HAVE 45 + WHO’S THE BOSS Warren Moss OUR BUSINESS IN 140 CHARACTERS A full service Business-to-Business (B2B) marketing agency.

OUR KEY MOMENT IN THE PAST 12 MONTHS IN 50 WORDS Our B-BBEE transformation deal.

SO YOU LIKE US, THIS IS HOW YOU GET IN TOUCH WITH US +27 (0) 11 447 7373 www.demographica.co.za info@demographica.co.za

Demographica's head anthropologist - Claire Denham-Dysan

It’s been a long time coming, but marketers are finally understanding that B2B marketing is an entirely different skills set from B2C. That’s very positive for specialist B2B agency, Demographica.

“While the South African industry used to be heavily weighted in favour of traditional B2C agencies, we have spent time educating the market on the difference between the two approaches, global trends and why B2B marketing is its own category,” reveals Demographica CEO Warren Moss, adding that the agency has benefitted from the recognition the industry is now giving to the B2B competency.

As a result, Demographica has experienced its most significant period of growth since the agency started 11 years ago; supported by account wins such as Zurich Insurance South Africa, Telkom/ BCX, Bowmans and Ascendis Health. In each case, the accounts were awarded because of Demographica’s specialisation in B2B marketing.

Moss argues that the constrained economy actually benefits Demographica, because of its offering. “Clients and agencies are under pressure and clients must be able to tie their marketing spend back to revenue and ROI. One of B2B marketing’s core differences are that it is reliably measurable, which makes it a great bet when returns are of the essence,” he explains.

Moss believes that the difficulty in measuring traditional big B2C campaigns is the very reason agencies are struggling to sell their ideas. Demographica, on the

other hand, has been designed to be accountable for spend and response rates.

The agency uses a progressive outcomes based costing model as opposed to time and material based models used by traditional agencies. “Our clients are not buying our people or our time.

Rather, they’re interested in the outcome of the work,” Moss informs. This, combined with Demographica’s anthropological approach (all strategies and communications must speak to the essence of the person, anthropology being the study of behaviour, culture and context).

As per this approach, behaviour, culture and context are used to inform all communication; an idea that Demographica’s clients have found extremely valuable.

Demographica’s philosophy is very much centred around the fact that any work done must deliver a return – even branding and awareness campaigns. A campaign must have measurability at its core to justify its existence, Moss believes.

As such, the agency only enters awards that celebrate ROI. Demographica has shone at the Assegais over the last few years, winning multiple awards. This year, the agency has 12 entries.

Moss believes that if agencies across the board have any chance of thriving in the current climate, they need to shift their strategic

thinking around accountability for spend. “Strategists need to centre their plans around measurement right from the planning stages, using all the tools at their disposal and not bolt these on at the end,” he maintains.

Another major hurdle in the advertising landscape at present is transformation, says Moss – and not just for the sake of ticking boxes. Demographica has recently concluded a BEE deal which brings the agency 60% black ownership, of which 30% is female. The deal was done in the spirit Moss believes all transformation should be actioned using ‘Head’ (understanding why transformation is important), ‘Heart’ (looking at what you can do for the agency and for the industry in this regard) and ‘Hand’ (actually doing a BEE deal). Moss maintains that Demographica’s transformation deal is truly broad based in nature and will enable the agency to work meaningfully with independent black agencies.

The agency is now in a consolidation phase – after acquiring a number of accounts, it’s now time to operationalise the new business, he says. This goes hand in hand with Demographica’s “managed growth” approach – the agency is not averse to taking on new clients, but it is selective and won’t take on new business at the expense of existing accounts.

AdFocus 2017 - 83

Corporate Profile

DUKE WE GO BY THE NAME OF DUKE OUR CORE SPECIALITY IS Integrated campaigns OUR BIG PIECE OF WORK IN THE PAST 12 MONTHS DebtBusters TV ad OUR BIG CLIENTS Truworths, RCS, DebtBusters, Heart & Stroke Foundation SA, SAB Foundation OUR OLDEST ACCOUNTS Cheapflights, YPO ACCOUNTS WE’VE WON OVER THE PAST 12 MONTHS Truworths, RCS, DebtBusters, Heart & Stroke Foundation SA, SAB Foundation, Moonlighting Films ACCOUNTS WE’VE LOST OVER THE PAST 12 MONTHS None WHO OWNS US 100% Independent OUR BEE RATING Level 1 OUR REVENUE BAND R5m – R10m THIS IS HOW MANY PERMANENT EMPLOYEES WE HAVE 8 WHO’S THE BOSS Wayne Naidoo - CEO OUR BUSINESS IN 140 CHARACTERS DUKE is an integrated marketing agency that puts the best people in the corner of contender brands so they can win the fight for customers’ attention OUR KEY MOMENT IN THE PAST 12 MONTHS IN 50 WORDS Winning Truworths after a competitive pitch So you like us, this is how you get in touch with us +27 (0) 21 421 4239 wayne@duke.co.za www.duke.co.za @dukeadvertising https://www.facebook.com/ dukeadvertising/ @dukevertising

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DUKE is an agency that is built for clients and which sees selling as its primary responsibility. The agency was founded by Wayne Naidoo, after he had spent 15 years at Lowe + Partners SA. It was the time Naidoo spent on the client side between leaving Lowe and starting the agency that really informed the approach to business that DUKE is using to make some serious waves in the industry.

Naidoo maintains that clients don’t have the time or the inclination to consider whether or not an ad is cool, or whether it will win awards. “Clients are in a completely different head space to most ad industry players; and it took a stint in corporate for me to realise how truly divorced the ad world and the business world are from each other,” he explains.

As a result, when it came to starting his own agency, Naidoo ensured that he took an entirely different approach. “The ad industry shouldn’t be about selling services and structures to clients.

Rather, we should focus on what we can do for our clients to make them more effective. Clients don’t ask an agency how many awards it has won, or even what services it offers. Rather, they want to know how the agency can add real value, in a business sense. We have conversations with our clients about strategy, market share, solutions and building a better world. Then we take the ideas to

market,” Naidoo says.

He adds that clients are not fools, and what’s more they know when an agency is trying to sell them something, and they don’t like it.

DUKE’s approach is different and resonates with clients in a way that shows the agency’s credibility and sincerity. It’s about making clients better at what they do – a path that client and agency discover together. That said, Naidoo is quick to point out that the agency certainly doesn’t profess to know everything about every sector or category.

To this end, perhaps the agency’s most powerful offering is the “DUKE Brain Trust” - a direct result of DUKE’s unique way of approaching business. The DUKE Brain Trust is based on the thinking that all too often, people are too close to their own companies to think differently about the challenges and opportunities they face. And, often, the best person to come up with the freshest way of thinking about that specific challenge won’t be working at an ad agency either.

“If the client is open to it, we have access to a large network of amazing thinkers, who we put together in the room and get them to come up with the solution,” Naidoo reveals, adding that these people are not part of the ad industry at all, and can be anyone from a CEO to a neuroscientist.

“The point is that the client normally wouldn’t be able to access these resources, yet he will ultimately benefit from their fresh, unprecedented ways of thinking and their abilities to shift the problem in a more creative way.

The fact that the agency consists of senior people who have all been in the industry for an average of 20 years, and that each of them takes a very hands on approach when dealing with clients, means that they generally also get to deal with senior people on the client side such as CEOs and senior marketers.

Naidoo points out that while the agency is intentionally lean, it’s fire power is significant and it’s seldom that DUKE loses a pitch to a larger agency. He’s proud that the agency has successfully passed its 1 000 day mark, an auspicious milestone in any business.

Ultimately, it’s a tough climate, but one which Naidoo says is the new norm. “We cannot be paralysed by this, we simply need to realise that the old ways of doing things won’t work anymore.

The old agency model has been under siege forever and the time has come to forge new ways of doing things. Which is exactly what we’re doing at DUKE,” he says.

Corporate Profile

Ebony+Ivory WE GO BY THE NAME OF Ebony+Ivory OUR CORE SPECIALITY IS As an integrated advertising and media agency, we consider, create & amplify OUR BIG PIECE OF WORK IN THE PAST 12 MONTHS JSE OUR BIG CLIENTS Profmed, JSE, Brand South Africa OUR OLDEST ACCOUNTS De Beers, Pentair International (Kreepy Krauly), Creamer Media ACCOUNTS WE’VE WON OVER THE PAST 12 MONTHS Transunion ACCOUNTS WE’VE LOST OVER THE PAST 12 MONTHS WHO OWNS US 100% by local management & 100% South African OUR BEE RATING Level 2 OUR REVENUE BAND R8m – R12m THIS IS HOW MANY PERMANENT EMPLOYEES WE HAVE 15 WHO’S THE BOSS Paul Middleton OUR BUSINESS IN 140 CHARACTERS As strategic, media & creative specialists, we capture, craft and enable clients to develop compelling brand stories OUR KEY MOMENT IN THE PAST 12 MONTHS IN 50 WORDS E+I has grown Noted Thinking, our in-house marketing intelligence division, which has added business value to clients operating in the challenging environment. Working synergistically with our established media and creative divisions, this team of strategic, research and content specialists has helped clients to better address their business and marketing challenges.

SO YOU LIKE US, THIS IS HOW YOU GET IN TOUCH WITH US Tel: +27 (0) 11 327 6871 paul@ebonyivory.co.za ebonyivory.co.za @ebonyads facebook.com/Ebony+Ivory

Not surprisingly, after 47 years in this rapidly evolving industry, Ebony+Ivory is again metamorphosing into a new vibrant entity to thrive in the next 50 years.

The industry at the moment is certainly the slowest in two decades, says founder Paul Middleton, “This is the new normal,” he says. “If anything, the operating environment is only going to get harder. The world has become far more complex which requires advertising agencies to be more focused and more adaptable.”

Despite the difficult operating environment, Middleton is optimistic about Ebony+Ivory’s future prospects.

“Succeeding in this day and age is about foregoing ego, ensuring you stay ahead of the curve, continually adding in new skills, having a good understanding of your customer and consumer, ensuring you have a strong strategic arm and importantly, keeping your overheads low.”

Clients are increasingly looking to creative teams to push the boundaries of communication, reports account director, Gail Pearman. While insights are critical, they’re looking for more.

“They’re questioning and interrogating their businesses, posing increasingly more challenging questions to their advertising agencies and not surprisingly, becoming more focused on return on investment,” she reports.

Similarly, says head of strategy,

Andrew Barnes, clients are interrogating what their brands stand for and demanding a more intelligent response from their agencies. “The result is more upstream engagement with clients.”

Historically, says Middleton, a creative solution was all clients looked to their agencies to provide. However, creative is increasingly having to answer to both business and brand challenges with the result that the agency is refocusing its efforts on upstream delivery, specifically a vigorous approach to adding strategic value.

“We’re engaging with clients at a deeper level than previously which is where we believe we add far greater value,” he says.

As disciplines merge, reputation management has never been more important, says

Pearman. “For many years public relations has been the ugly sister in the background, but it, together with content and digital, has started to come out of the shadows.” In this new era, she says, clients are requiring more than just crisis communication.

Ebony+Ivory prides itself on its ability to respond quickly to consumer trends.

These trends, they say, create messaging opportunities. This is, in part, due to the establishment of the Hlumani Empowerment Trust, a hybrid empowerment model which the agency provides support to previously disadvantaged independents in the advertising and communication industries.

“The Trust has provided the agency with access to really exceptional people, including copywriters, art directors and filmmakers – all of whom have a strong entrepreneurial mindset – which is certainly giving us an edge,” reveals Barnes.

Having the necessary empowerment credentials – the agency is a Level 2 but soon to be Level 1 contributor - has been hugely advantageous for Ebony+Ivory the past few years and more so in the future.

AdFocus 2017 - 85

Corporate Profile

Edelman WE GO BY THE NAME OF Edelman OUR CORE SPECIALITY IS Communications Marketing OUR BIG PIECE OF WORK IN THE PAST 12 MONTHS We firmly believe in the old quote from Constantin Stanislavski, “There are no small parts, only small actors.”

OUR BIG CLIENTS Deloitte, Nissan, Telkom, Unilever OUR OLDEST ACCOUNTS GE, PayPal, Shell, Telkom, Tsogo Sun ACCOUNTS WE’VE WON OVER THE PAST 12 MONTHS Deloitte, HP, Mars, Nissan, Unilever ACCOUNTS WE’VE LOST OVER THE PAST 12 MONTHS Barclays WHO OWNS US Independent OUR BEE RATING Level 1 OUR REVENUE BAND R40m – R50m THIS IS HOW MANY PERMANENT EMPLOYEES WE HAVE 40+ WHO’S THE BOSS Jordan Rittenberry OUR BUSINESS IN 140 CHARACTERS Our programmes reach across our clients’ business, creating conversations that help evolve, promote and protect brands and reputations.

OUR KEY MOMENT IN THE PAST 12 MONTHS IN 50 WORDS We doubled our staff in the last nine months and moved into a creative, new office space to accommodate the team needed to handle our growing client portfolio.

SO YOU LIKE US, THIS IS HOW YOU GET IN TOUCH WITH US Tel: +27 (0) 11 504 4000 jordan.rittenberry@edelman.com Edelman.co.za @EdelmanAfrica

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Edelman’s focus on communications marketing differentiates it from other traditional PR agencies, aligning it with what clients are looking for in an environment where budgets have to stretch that much further.

As such, MD Jordan Rittenberry reports that Edelman South Africa has capped off a remarkable year, far exceeding the agency’s expectations of modest growth. Picking up projects from new clients such as HP, Nissan and Unilever has meant the agency has more than doubled its head count and moved to larger offices.

Rittenberry describes the climate as a difficult one, where clients have cut their budgets and agencies are forced to think differently about the ways in which they can help clients meet their KPIs and objectives. He also points out that with smaller budgets, clients are no longer able to work with a host of different specialist agencies. Rather, they are seeking one or two strategic partners that can offer a variety of services, which will ultimately make their money go further.

To this end, Rittenberry informs that Edelman is well down the road to focusing on a broader offering than PR alone and has been for some time. “This starts with the way in which we hire talent,” he says, explaining

that the agency seeks people who don’t come from a traditional PR background, but have different skills such as strategic planning, digital expertise and design, which allows Edelman to provide an extensive offering to clients. As such, they look to hire talent from advertising, digital and creative agencies, as well as traditional PR businesses.

This approach is also what led to Edelman’s focus on communication marketing.

Rittenberry explains that communications is at the core of building relationships with consumers, only after which marketing should play a role.

Adding to the challenges in the current operating climate are increasing media fragmentation and consumers’ growing distrust of media platforms. The Edelman Trust Barometer is a study which has been measuring trust in media globally for the past 17 years, and for the past four years in South Africa. Rittenberry reveals that in the South African market, trust in media is down to 38 percent, six points lower than it was in 2016.

In fact, South Africans’ trust in media has been declining every year over the past five years.

Interestingly, with the advent of “fake news” social media has moved from being one of the most trusted media platforms, to the least trusted.

Rittenberry believes that in

such a complex environment, clients need an agency with a unique positioning. As such, Edelman is rated as the world’s largest PR agency by revenue, according to the Holmes Report.

He points out that while the top 10 global PR agencies are all owned by multinational holding companies, Edelman remains fiercely independent, reporting only to its clients as opposed to shareholders, and investing money back into the business instead of paying out dividends.

Its global structure – 65 offices in 35 countries worldwide – means that it has access to global opportunities for its clients and can integrate meaningful insights from across its global network.

He explains that the agency still operates according to what he calls “Dan-isms” - principles to live by that were the brainchild of founder Dan Edelman. “My favourite two are ‘everyone is an account executive,’ which describes the culture of the agency where everyone is expected to get their hands dirty and work with clients; and ‘it is good to be the biggest but one should strive to be the best’, which talks to Edelman’s relentless pursuit of excellence and its freedom to take risks.”

Corporate Profile

FoxP2 WE GO BY THE NAME OF FoxP2 OUR CORE SPECIALITY IS Creative solutions that deliver a disproportionate return on investment.

OUR BIG PIECE OF WORK IN THE PAST 12 MONTHS Hyundai OUR BIG CLIENTS FNB, Hyundai, Namibian Breweries, Diageo OUR OLDEST ACCOUNTS Sampro, National Geographic Kids, Diageo ACCOUNTS WE’VE WON OVER THE PAST 12 MONTHS Hyundai, Edward Snell, Camelthorn (NBL), Tiger Brands (Jungle Oats, Morevite, King Korn), Hungry Lion (Shoprite), Kauai, Duram Paints.

ACCOUNTS WE’VE LOST OVER THE PAST 12 MONTHS WHO OWNS US Independently owned.

OUR BEE RATING Level 2 OUR REVENUE BAND R60 – R80 million THIS IS HOW MANY PERMANENT EMPLOYEES WE HAVE 80 WHO’S THE BOSS The work.

OUR BUSINESS IN 140 CHARACTERS We leverage the power of strategically driven creativity to deliver exceptional business results.

OUR KEY MOMENT IN THE PAST 12 MONTHS IN 50 WORDS We believe in making every day count.

SO YOU LIKE US, THIS IS HOW YOU GET IN TOUCH WITH US +27 (0) 21 424 4802 +27 (0) 10 500 0230 : charl@foxp2.com www.foxp2.com @FoxP2Lab / @FoxP2JHB https://www.facebook.com/ FoxP2-210998128910623/ https://www.facebook.com/ FoxP2JHB/

From a flat in Sea Point to two fully fledged offices in Cape Town and Johannesburg and clients across the African continent, FoxP2’s mission to create culture-permeating work that delivers exceptional business results has proven a long term success.

The agency was founded on the belief that creativity is often the most undervalued tool for any business. Despite being in business for over a decade, effective creativity continues to be the cornerstone of the business and this year the group finished third in the SA Creative Circle rankings ahead of significantly larger agency groups.. FoxP2 was also ranked second in the 2016 Gunn report.

“In a tough economic climate, consumers, and in turn marketers, are adopting a wait and see approach and not spending as much,” says CEO Charl Thom.

“When marketing spend is under pressure the effectiveness of creativity that cuts through the noise and ensures greater return on investment becomes apparent.

In challenging economic times it’s more important than ever to ensure advertising works – there is no rising tide to float all boats.”

The agency is particularly proud of the fact that it continues to win awards not only for its creativity but also for effectiveness at both Loeries and the Apex awards in the past year. “We’ve worked really hard to utilise creativity to deliver business results,” reports executive creative director, Justin Gomes. “The fact that as a medium sized agency (FoxP2 has a combined staff count of around 80 people) we’re so highly ranked ahead of much larger agency groups is a significant accomplishment and testament to the fact that we have remained true to the essence of our DNA.” The FoxP2 group currently consists of a Cape Town and Johannesburg office. The most recent addition to the group has been Cape Town-based FoxP2 Design under the leadership of

The FoxP2 Johannesburg team

The FoxP2 Cape Town team

Andrew Whitehouse. “From a design perspective we try to be as progressive as possible with the result that FoxP2 Design has almost become an experimental space with technology playing an increasingly more important role as we transform existing media spaces,” reveals Whitehouse.

FoxP2’s integrated offering, strong digital capability and ability to work across media platforms is a compelling proposition for many clients, including Kauai and Hyundai, the two most recent additions to FoxP2’s stable.

The agency is cognisant of the fact that talented people are essential if the business is to deliver on its mandate to deliver hardworking creative work. “In an industry which is experiencing a great deal of churn from a people perspective we have done well to both attract and retain top talent,” reports Grant Jacobsen, FoxP2 JHB executive creative director.

“Our leadership team is very experienced and seasoned, a fact which clients appreciate.”

From a transformation perspective Thom reports the

agency is on track to meets its targets and is managing to retain diverse talent through an inclusive and transparent culture.

The agency has a number of exciting plans in the pipeline – at the time of publication still under wraps – so watch this space, says Thom.

AdFocus 2017 - 87

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FCB WE GO BY THE NAME OF FCB AFRICA OUR CORE SPECIALITY IS Creating behaviour OUR BIG PROJECT IN THE PAST 12 MONTHS They’re all big in our eyes OUR BIG CLIENTS ABSA Barclays, South African Tourism, Toyota, Cell C, Distell OUR OLDEST ACCOUNT Toyota ACCOUNTS WE’VE WON OVER THE PAST 12 MONTHS ABSA Barclays, Nederburg, RAF, Wesgro, Ascendis Health ACCOUNTS WE’VE LOST OVER THE PAST 12 MONTHS Old Mutual, Engen WHO OWNS US Bourasque 26%, staff 19,06%, Invincible People 15% and IPG 39,94% OUR BEE RATING Level 1 OUR REVENUE BAND Over R550m+ SO YOU LIKE US, THIS IS HOW YOU GET IN TOUCH WITH US Tel: +27 (0) 11 566 6000 Email: Brett.Morris@fcb.co.za Website: fcb.co.za Twitter: @FCBafrica Facebook: facebook.com/FCBafrica THIS IS HOW MANY PEOPLE WE HAVE 650+ WHO’S THE BOSS The consumer OUR BUSINESS IN 140 CHARACTERS A network of independent specialist agencies offering diverse skills including advertising, promo, design, retail, PR, experiential, digital and content production OUR KEY MOMENT IN THE PAST 12 MONTHS Winning the Sunday Times Top Brands Robyn Putter Agency of the Year for the third year in a row

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FCB Africa has had some very impressive third into the number two spot in revenue probably be attributed to “We have many long-standing relationships with our clients but we never take those relationships for granted. We are always looking for better ways to do things. For ways to improve the quality of our work and how we deliver it. We strive to create exponential value for our clients and we see this as a ‘never finished’ pursuit,” says Brett Morris, FCB Africa’s Group Chief Executive. “We believe as an agency in a fast-changing environment there is always more to learn, more potential to unlock for our staff and

our clients, and more that we can do to transform the industry.”

The agency has certainly come a long way in helping transform the industry with its journey having started long before B-BBEE was legislated. For FCB, transformation is not just about the numbers. “It’s about using all of our available resources, knowledge and creativity to help redress the injustices of the past and create an inclusive economy that is sustainable for all South Africans,” says Morris.

“That is easy enough to say but to achieve it requires an unwavering commitment from all levels of the business, both philosophically and financially. This has been the case at FCB for decades. We are currently the only large blackowned network agency not reliant on modified flow through. But, we believe we can always do more,” he adds.

There were also a number of impressive accolades for the group, winning the Robyn Putter Sunday

g t T

e e o

ALWAYS NEVER FINISHED growth in tough economic conditions, moving from terms as a group in South Africa. Much of this can THEIR ethos of Never Finished.

Times Top Brands Agency of the Year for the third year in a row. The agency also had an impressive tally of creative awards including the first One Show Best of Show in Africa’s history. FCB picked up three Cannes Lions and a substantial Loeries haul, including Gold. FCB Joburg also won AdFocus Large Agency of the Year, and Hellocomputer was named Digital Agency of the Year.

The group adopted a new global tool for reviewing creative work called

The Never Finished Scale, which aims to foster more legacy-making, equity-building campaigns – a hallmark of FCB Africa. “The scale has elevated our discussions around creative work in the agency and with our clients, and works hand in hand with our proprietary tools, Brand Bedrock™ and the Big Easy™,” says Rita Doherty, Chief Strategy Officer.

“It’s an exciting time for agencies that are able to mine meaningful insights and tap into the power of emotional storytelling,” she continues.

On top of its accolades, the group had a very impressive new business run, winning the ABSA Barclays account along with another global campaign for Coca Cola, Ascendis, Nederberg, Wesgro and PPC digital.

The group also made a number of significant appointments with Alarece Eaton being promoted to Group HR Director, Romaine MacKenzie being promoted to Chief Account Leadership Officer, Joey Khuvutlu as MD of Hellocomputer Johannesburg

and Robyn Campbell as MD of Hellocomputer Cape Town. Group Chairperson, Maserame Mouyeme says: “These appointments reflect our passion for growing our internal talent and reflect our commitment to gender and racial diversity.”

FCB may be the longest-standing agency in Africa at 91 years but it seems to be of the mind that it is just getting started. That it really is “always never finished”.

AdFocus 2017 - 89

Corporate Profile

Group Africa Marketing WE GO BY THE NAME OF Group Africa Marketing (Pty) Ltd OUR CORE SPECIALITY IS Sponsorship, Brand Activation, Digital, Content, Public Relations, Eventing, Branding Logistics Warehousing and Staffing Solutions OUR BIG PIECE OF WORK IN THE PAST 12 MONTHS MTN Springboks Sponsorship, MTN8, Castle COSAFA Cup, Sasol Banyana Banyana Sponsorship, Philip Morris International, MTN Fibre Campaign, Kimberley Clark (Huggies) OUR BIG CLIENTS MTN, Sasol, AB InBev, Kimberly Clark, Philip Morris International, NBA OUR OLDEST ACCOUNTS MTN, Sasol, NBA, AB InBev ACCOUNTS WE’VE WON OVER THE PAST 12 MONTHS Philip Morris International, PepsiCo Brand Activation, PepsiCo PR, MTN Fibre ACCOUNTS WE’VE LOST OVER THE PAST 12 MONTHS N/A WHO OWNS US Experiential Marketing & Brandhan Investments OUR BEE RATING Level 2 OUR REVENUE BAND 150m – 200m THIS IS HOW MANY PERMANENT EMPLOYEES WE HAVE 70 permanent 80 contractual WHO’S THE BOSS Sandile Ndzekeli OUR BUSINESS IN 140 CHARACTERS GAM, through the EXP Group serves 19 African markets: a leader in areas of Sponsorship Management, Brand Activation, PR, Events, Branding, Logistics & Warehousing OUR KEY MOMENT IN THE PAST 12 MONTHS IN 50 WORDS MTN sponsorship of the Springboks SO YOU LIKE US, THIS IS HOW YOU GET IN TOUCH WITH US +27 (11) 549 5340 info@expagency.com www.groupafricamarketing.com expagency

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Back row: Steward Masela – MD, EXP; Etienne Karsten – Head of Content Worx Front row: Sandile Ndzekeli – CEO, GAM; John Argyle – MD, Turnkey Logistics and Farhaad Bux – FD, GAM

It took close to three years for Group Africa Marketing (GAM) to build a stable of specialist agencies under its umbrella and for this strategy to finally come into full effect. It’s a strategy that has certainly paid off with the Group revenue up by an impressive 40 percent despite a challenging operating environment.

Through the EXP Group GAM operates in 19 African markets. It consists of five independent specialist agencies which include LIVE+, a connected activation agency focusing on both live and digital experiences; a sponsorship agency trading as EXP; the public relations company The Grind PR; Turnkey Logistics Solutions offering branding, logistics, procurement and warehousing

services; New Era, a tailored staffing solutions agency; and the Group’s ideas think tank, !A (Ideas Accelerator) which also includes a content laboratory, Content Worx.

Each specialist agency operates independently with its own clients although some clients are shared.

Clients have responded positively to GAM’s specialisation strategy that is based on offering clients' greater value. “We are finding that even when clients approach us for just one offering, once they find out about our full suite of agency offerings, they tend to take advantage of other specialisations at the same time,” reveals Group CEO: Sandile Ndzekeli. “We’ve also won a number of pitches based on our specialisation strategy.”

The Group’s philosophy, he

says, is “we do not sell crap. Our goal is to always add value to our clients’ businesses and provide a quality service.”

This past year, he says, has proved to be a much more stable year than either 2015 or 2016.

“Although, we are finding that clients are still cautious about their spend and still expect more for less, 2017 has proved to be far less restrictive than the previous two years. In fact, we’ve had a very positive year with nearly every business unit within the Group busy with several exciting projects from both new and existing clients.”

New business wins in the past year include Philip Morris International, PepsiCo PR (Food), PepsiCo Brand Activation (Beverage) and the MTN Fibre to

Miranda Lusiba - MD, The Grind PR (TGPR)

Sarel Delport - Creative & Strategy Director, IA

Home Project.

Significant existing clients include MTN, Sasol, AB InBev, Kimberly Clark, Philip Morris International and NBA. “We’re particularly proud of the work we’ve done for MTN’s sponsorship of the Springboks, MTN8, Castle’s COSAFA Cup, Sasol Banyana Banyana Sponsorship, the MTN Fibre to Home campaign and the work we’ve done for Kimberley Clark on Huggies,” reveals Ndzekeli.

Despite a number of projects, 60% of the Group’s business is fees based, ensuring a stable pipeline of business.

New additions to the Group’s senior management level include the appointments of Sarel Delport as Creative and Strategy Director and Miranda Lusiba as the new Managing Director of The Grind PR. “While 2016 was about

bedding down our strategy and consolidation, this past year has been about keeping up with the volume of work we’ve been fortunate to have,” says Ndzekeli.

Tight budgets, he adds, are the new normal and will continue to be a reality for at least the next two to three years as a result of uncertainty both locally and globally. “As an agency group, we are vigilant about our cost to revenue ratios,” reveals Ndzekeli.

“In our favour is the fact that when we approach a client we have a number of different disciplines to sell: sponsorship management, brand activations, digital, content, public relations, events, branding logistics warehousing as well as staffing solutions. While our aim is to offer more value for less cost, we ensure that in every area we’re able to offer legitimate and

genuine expertise, which will add value to our clients’ businesses.”

One of the biggest challenges facing the industry generally, he maintains, is a dearth of talent.

“Marketing is no longer a glamorous or sexy industry to belong to and among the new graduates coming through each year, there is only limited talent and this, coupled with a lack of experience, is problematic.

Compounding the problem is the fact that what talent there is, is often attracted to the higher salaries offered by clients.”

In order to address this lack of experience, GAM has placed a renewed focus on its internship programme to upskill recent graduates and provide them with the necessary experience to be more effective in the industry.

“The marketing industry is what it is: it requires long hours and passionate people with a can-do attitude,” says Ndzekeli.

“Unfortunately, many of the younger generation who are attracted to the industry, while they tick all the right boxes in terms of their out of the box thinking, fall short when it comes to application and having the right mindset.”

The creation of relevant and authentic content continues to be an important trend which the Group capitalised on with the establishment of Content Worx, a content generating hub which falls

under the auspices of !A. “Two years ago, we were producing content for just one client,” reveals Ndzekeli, “whereas now we are doing content for clients across the board. The ability to tell authentic and human stories is one of our key strengths.”

The sponsorship industry has been under increased pressure in recent years as a result of rapidly escalating costs. In response, clients are increasingly wanting to create their own sponsorship properties to curb the high cost of rights fees. “As sponsors start to question the high cost of properties and as the available pool of money decreases, we are seeing rights owners prepared to accept lower sponsorship fees,” points out Ndzekeli.

The Group will soon be launching its own in-house call centre as an added service to clients. Future growth plans for GAM include further diversification, particularly in the areas of sales and distribution.

“We’re already providing sales and distribution services for certain clients including for MTN’s Fibre to Home and Philip Morris South Africa which is capitalising on the trend of moving from conventional to reduced risk smoking devices. Going forward, we hope to do distribution for more clients, in the process capitalising on our warehousing, vehicles and available manpower.”

AdFocus 2017 - 91

Corporate Profile

Havas WE GO BY THE NAME OF Havas Southern Africa OUR CORE SPECIALITY IS Through-The-Line Communications OUR BIG PIECE OF WORK IN THE PAST 12 MONTHS Durex’s The Big ‘O’ campaign OUR BIG CLIENT Reckitt Benckiser OUR OLDEST ACCOUNT Reckitt Benckiser ACCOUNTS WE’VE WON OVER THE PAST 12 MONTHS Parmalat ACCOUNTS WE’VE LOST OVER THE PAST 12 MONTHS PPS WHO OWNS US Havas Group OUR BEE RATING Level 2 OUR REVENUE BAND R40 million – R60 million THIS IS HOW MANY PERMANENT EMPLOYEES WE HAVE 70 WHO’S THE BOSS Lynn Madeley - Chief Executive Officer OUR BUSINESS IN 140 CHARACTERS Our purpose is to help clients’ communications stay ahead of the game so they can be successful today and sure of success tomorrow.

OUR KEY MOMENT IN THE PAST 12 MONTHS IN 50 WORDS Reconfiguring our purpose to better match in-market trends, influences and nuances in South Africa and the rest of Africa. Havas in Southern Africa brings the global alignment, ‘Better Together’ to life by being ‘Fluent in Tomorrow’.

It’s a better reflection of our identity and our dynamic offering to clients.

SO YOU LIKE US, THIS IS HOW YOU GET IN TOUCH WITH US +27 (0) 11 549 3600 beverley.jones@havas.co.za za.havas.com @HavasJHB Havas Johannesburg

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This year, there’s a new story to tell at Havas. The agency took a long, hard look at itself and realized it was becoming the aged aunt – reliable and honest - but not going to set the African advertising scene alight.

In a world that is unpredictable and changing with more speed than ever before, some companies may think being an aged aunt would be a good thing. Not the leadership team at Havas. What Havas realised was that it has all the tools, capability and IP to really help clients set their communications up for success today and in the future. The resulting shorthand that the agency now uses to describe its purpose is ‘Fluent in Tomorrow’.

But it’s not a buzz phrase, says CEO Lynn Madeley. “We stand for helping our clients and ourselves be future first and future fit in everything we do.”

As such, and with the group’s global research, Madeley and team understand that what clients need most from their agencies right now, especially in South Africa, is guidance on how, with the world’s current dizzying rate of change, to manage the change from a communications perspective. “In the world of Taxify, Lift and Uber over taxi cabs, Airbnb and Mister BnB over hotels and Bitcoin challenging traditional banking, we need to help our clients to navigate the changing environment and ensure they remain current, and not become another Kodak, or Blackberry,” comments Madeley.

The advertising industry is having its own ‘Kodak moment’, she maintains, and needs to change. “Today, not only do you need to be quick and good – not to mention cost effective, but you have to be able to ensure that your clients are ‘Fluent in Tomorrow’. We are in a world of content, smartphones, nano-second attention and huge new adversaries for clients. We do the heavy lifting for our clients so that they can make the right decisions for their businesses and

brands,” she says.

Havas’ service design agency, Havas Boondoggle, with its design thinking offering, merges well into this space, workshopping with clients to help them understand what their consumers really need; instead of what the clients think they need, Madeley reveals.

Co-Currency, the brand strategy consulting firm that Havas

DETTOL “LITTLE FINGER” In the season finale of Game Of Thrones, a key villain nicknamed “Littlefinger” met his demise to much fanfare. We ran this social media post the next day.

launched together with Ivan Moroke is skilled at working with clients to decipher brand positioning, formulate marketing strategy, and collaborate on impactful executions and reviews, out of which the creative work and media placement naturally follow. The Havas PR team, meanwhile, ensures that all work stays true to brand narratives and amplifies campaigns. “All of this goes to show that we’re kitted out to offer clients whatever they need – literally from tweet to art installation,” says Madeley.

Havas, she believes, is just the right size to work well in the current environment. “Bringing a chief technical officer into a massive agency has little impact – they already have an entire department. Bring that same person into an agency of our size and it makes a huge difference,” she illustrates, adding that clients appreciate and work better with senior teams, which creates better results; something Havas is also equipped to do size-wise. ‘We have senior people on all our accounts, that’s what our clients pay us for. They want our brains, not our structure and processes.’

In a climate where sadly, many previously successful agencies

#SHELOVESBEER #SHELOVESBEER is a social media movement initiated by a group of female beer lovers.

To launch, the movement had 6 craft beers specially brewed, each inspired by a remarkable woman. We created all of the brand identities and label design, including telling the stories of these amazing people.

have been forced to close their doors, Madeley believes there is often not enough business to go around. “It used to be a rule that no more than 20% of your business should come from one client. Today, losing a client can literally close an agency, or at the very least mean it has to downsize significantly,” she says.

It’s also a climate where clients are spending their money on different things, which is affecting the big agencies, not to mention the fact they have less money to spend and still demand heavy returns.

Agencies have to be part of this change, or they simply will not survive, she says. Clients come to Havas for the agency’s creative thinking and problem solving abilities – what Madeley calls the ‘Brains Trust’. “Clients are very happy to pay for people who make up this brains trust, but less so to pay for resources they don’t see as mission critical to the business.

Ultimately, this means that our fee structures have had to change and we have to accept working on

risk – if we’re not helping our clients positively affect their bottom line, then we ought not to be paid.”

Havas is able to service clients in this manner largely thanks to what it calls the ‘Knowledge Hub’, data that has been collated from proprietary local and global research, as well as other research and data that is not proprietary but has been added since the inception of Havas in South Africa in 2007. The Knowledge Hub is what informs Havas’ approach to work – not only does it assist in understanding clients’ business and where the consumer is, but it also helps create and curate relevant media agnostic content around that.

In fact, when it comes to media agnostic content, Madeley believes this is something that in South Africa, we have not been brave enough to do. The industry is changing - consumers no longer watch TV exclusively but choose their platforms and consume media at their leisure. The creation of more media agnostic

content is an upcoming trend, she maintains – content that is ready for wherever the consumer happens to be, whether it’s a white paper, a TV ad, a Twitter thread or a hologram.

With content development becoming less expensive, she has high hopes for work that contains more local insights. “It would be great to see a big, locally grown brand do a grand campaign that is influenced locally, for local audiences,” she says.

Sadly, in South Africa, she finds that clients are not feeling particularly brave, and the result is that they produce dull work. “The country is in a state of fear, which means that agencies really should be working with their clients to understand what people want in this kind of environment. We have found that people generally want humour - light hearted communication that ultimately leaves them feeling good,” Madeley reveals. In this landscape, Havas is primed to help its clients stay relevant and successful in a fast-paced world. “We need to ensure that while our clients

understand what is happening now, they’re also ready for what’s happening next, which is why we call ourselves ‘Fluent In Tomorrow’,” says Madeley.

Thriving in this industry, at this point in time, means looking beyond advertising. “We have to focus on how the agency can remain relevant; and it follows that this will help clients remain relevant too,” Madeley insists.

Havas has done some heavy lifting over the past year in terms of refining its purpose, as well as from a positioning and offering point of view. The agency, reports Madeley, is aligned and everybody is channeled in the same direction. The next 12 months will be focused on asserting this purpose and further bringing all these ideas to life.

AdFocus 2017 - 93

Corporate Profile

HDI Youth Marketeers WE GO BY THE NAME OF HDI Youth Marketeers OUR CORE SPECIALITY IS We conduct annual youth marketing research (The Sunday Times Generation Next Study) to help us better understand the needs of the youth and help brands connect to the youth and families for the mutual benefit of both. We do this through educational and experiential brand engagement in schools, malls and communities.

OUR BIG PIECE OF WORK IN THE PAST 12 MONTHS We successfully launched the 2nd series of the LEVELS platform in partnership with Standard Bank. LEVELS is a thought leadership and knowledge sharing platform for young adults. Launched Kwa-Sanlam - a community development project which takes places in schools and malls encouraging mathematical learning in an entertaining environment.

OUR BIG CLIENTS Procter & Gamble, Danone, Pick n Pay, Sanlam, Standard Bank OUR OLDEST ACCOUNTS Procter & Gamble (19 years), Turner (15 years), Pick n Pay (14 years) ACCOUNTS WE’VE WON OVER THE PAST 12 MONTHS Gateway, Rand Water, Sasol (and growth in territories like Uganda, Kenya and Nigeria) OUR B-BBEE RATING Level 1 OUR REVENUE BAND R60m—R100m THIS IS HOW MANY PERMANENT EMPLOYEES WE HAVE 44 WHO’S THE BOSS • Catherine Bothma (MD) • Tamsyn Louw (Commercial Director) • Cuma Pantshwa (Stakeholder & Client Service Director) OUR BUSINESS IN 140 CHARACTERS Making meaningful differences in the lives and fortunes of youth and families, in the schools, streets, malls and communities of rural and urban Africa OUR KEY MOMENT IN THE PAST 12 MONTHS IN 50 WORDS HDI created their first PSA television advert for the Thuthuka Bursary Fund, and a PSA print campaign for the Film and Publication Board.

SO YOU LIKE US, THIS IS HOW YOU GET IN TOUCH WITH US +27 (0) 11 706 6016 info@hdiyouth.co.za www.hdiyouth.com @hdiyouth HDI Youth Marketeers @hdiyouth 94 - AdFocus 2017

Youth marketing specialist agency HDI Youth Marketeers is no stranger to the challenges faced by their clients in the current economic climate.

“We’re geared to finding the insights and actions that enable us to provide our clients solutions in this dynamic marketing landscape,” says Cuma Pantshwa, Client Service Director at HDI. Markets are operating in a VUCA (volatile, uncertain, complex and ambiguous) environment and those at the helm of HDI recognise the opportunities that come with the ever-changing reality. “Keeping ahead in all things youth-related gives us the edge,” says Catherine Bothma, MD. There is plenty of reason to pay attention to Africa’s youth.

With 200 million people aged 15 to 24, Africa has the youngest population in the world. The South African reality is that more than 50% of the population comprises of under 24s, and these consumers command more than R137.3 billion in spend annually.

HDI Youth Marketeers has a 21-year old track record in the youth space, and at the core of the agency’s strategic offering lies youth insights garnered from their large network of youth, in the form of small and large research studies and projects.

These are conducted across the country and in East Africa. Based on this research HDI has developed a unique range of platforms that reach the heart of the youth market.

One of HDI’s most established youth platforms is the Sunday Times Generation Next Study.

They produce this with a considerable sample of 7,000 kids, teens and young adults (aged 8-24). The study is conducted by HDI researchers in SA schools and universities in

the early months of every year. It takes part in three phases, namely the shortlisting phase, the quantitative phase, which sees teams of HDI researchers conducting paper-based questionnaires on this large sample; and lastly the qualitative phase of the study which probes what excites, delights, or even frightens these young people, and why. This all culminates in the annual glitzy awards evening where results are shared for the first time. It has become one of the key benchmarks of youth research in South Africa.

The research is then made available to clients, and used to develop new campaigns and platforms.

The Pick n Pay School Club, another well-established HDI platform, is the largest

brand-funded educational platform in SA with access to over 2 million learners countrywide annually. Other platforms include Shift - a thought leadership and knowledge sharing platform for young adults, and the newest addition, Amped, a platform that guides 16- to 19-year old learners through key milestones in their school careers.

Another hugely successful platform is the Junior Board of Directors (JBoD). This is a group of young people contracted to HDI as board members. They meet at least once a month, and participate in focus groups, brainstorms, youth panels, etc. – whatever the need – and get paid for their services. They bring in a fresh take, and current thinking to the process.

Tamsyn Louw - Commercial Director, Catherine Bothma - Managing Director, Cuma Pantshwa - Stakeholder & Client

Jeremy Glyn

Service Manager

HDI Junior Board of Directors 2018, Kids Board Tiago Castilho, Xander De Beer, Luvuyo Mamadi, Tshire Khutsoane

With their armoury of youth insights, HDI develops and implements fast-paced marketing solutions that create legitimate gains for their client partners.

Client needs may vary from taking on the skills deficit in SA or identifying ways that brand partners can get involved in 0 - AdFocus 2017

advancing social entrepreneurship. This is done in the spirit of staying true to their mission of connecting brands to youth for the mutual benefit of both.

Understanding consumer needs remains at the forefront of what HDI does on a daily basis.

Next year HDI is celebrating a 20 year relationship with their longest standing client, proving that HDI staffers remain performance-obsessed and geared to finding efficiencies in an increasingly tough environment. It takes an energised team that is committed to creating strategic solutions for clients and memorable experiences for consumers, resulting in an increased bottom line for brand owners.

According to Tamsyn Louw, Commercial Director at HDI, “The rest of Africa remains a focus for HDI as we continue to expand our footprint in both East and West Africa. We are constantly looking at ways of growing our existing network of African partnerships.”

In 2018, HDI Youth Marketeers looks to build on its extensive offering which includes insights and research, campaigns and platforms under numerous umbrellas – education and content, shopper marketing, events and experiential. These will continue to be updated in line with the ever-changing marketing environment.

According to the 2012 African Economic Outlook, the current trend indicates that Africa’s 200-million strong youth population will double by 2045.

Top tips from the youth experts, HDI? Remain authentic, stay honest, be available, sample, seek insights, remember the importance of face-to-face engagements, never try too hard.

And always have a clearly defined purpose beyond making profit.

The cornerstone of their success is creating unusual opportunities to benefit clients and youth. It’s about cleverly creating experiences, continuously crafting and re-crafting the ideal consumer experience, and becoming a part of the story that consumers want to tell.

AdFocus 2017 - 95

Corporate Profile

Joe Public 1998 WE GO BY THE NAME OF Joe Public Take-Away Advertising.

OUR CORE SPECIALITY IS Rare, Medium and Well-Done advertising.

OUR BIG PIECE OF WORK IN THE PAST 12 MONTHS Well-Done Livewire Electric Fencing print campaign.

OUR BIG CLIENTS Livewire Electric Fencing, Sportshoe World.

OUR OLDEST ACCOUNTS Livewire Electric Fencing (6 months).

ACCOUNTS WE’VE WON OVER THE PAST 12 MONTHS Livewire Electric Fencing, Ice Model Management, Sportshoe World, Storm Model Management, VSI. ACCOUNTS WE’VE LOST OVER THE PAST 12 MONTHS None.

WHO OWNS US 100% independently owned.

OUR BEE RATING Not applicable.

OUR REVENUE BAND R1 million.

THIS IS HOW MANY PERMANENT EMPLOYEES WE HAVE 3.

WHO’S THE BOSS Gareth Leck and Pepe Marais.

OUR BUSINESS IN 140 CHARACTERS A Take-Away advertising agency intent on changing the world of advertising.

OUR KEY MOMENT IN THE PAST 12 MONTHS IN 50 WORDS Seeing our sign go up on our shop on 142a Loop Street, Cape Town.

SO YOU LIKE US, THIS IS HOW YOU GET IN TOUCH WITH US +27 (0)21 423 4599 gareth@joepublic.co.za

96 - AdFocus 2017

Thank you to all our clients and

Corporate Profile

Joe Public United 2017 WE GO BY THE NAME OF Joe Public United.

OUR CORE SPECIALITY IS Integrated brand and communication solutions Joe Public (ATL) Ignite Joe Public (BTL) Connect Joe Public (Digital) Engage Joe Public (PR) Shift Joe Public (Brand Design).

OUR BIG PIECE OF WORK IN THE PAST 12 MONTHS Nedbank rebrand – See Money Differently.

OUR BIG CLIENTS Anglo American, Chicken Licken, Clover, Jet, Nedbank & SAB. OUR OLDEST ACCOUNTS Clover (13 years), Anglo American (10 years), CCI (8 years), Jet (5 years), Nedbank (4 years) & McCain (4 years).

our people for helping us get here.

ACCOUNTS WE’VE WON OVER THE PAST 12 MONTHS SAB, British American Tobacco, Adcock Ingram.

ACCOUNTS WE’VE LOST OVER THE PAST 12 MONTHS None.

WHO OWNS US 100% independently owned by senior management.

OUR BEE RATING MAC Charter BBBEE Level 1.

OUR REVENUE BAND R200 - 250 million.

THIS IS HOW MANY PERMANENT EMPLOYEES WE HAVE 275.

WHO’S THE BOSS Gareth Leck and Pepe Marais.

OUR BUSINESS IN 140 CHARACTERS A purpose-driven brand and communications group that focuses on the growth of our clients, our people and our country through the greatness of our product.

OUR KEY MOMENT IN THE PAST 12 MONTHS IN 50 WORDS Being top of the APEX Awards tables for the second consecutive year, which is evidence of our single-minded growth purpose.

SO YOU LIKE US, THIS IS HOW YOU GET IN TOUCH WITH US +27 (0)10 591 7770 info@joepublic.co.za

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Corporate Profile

King James Group WE GO BY THE NAME OF King James Group (CT and JHB) WE ARE A SMALL/MID-SIZE/ LARGE AGENCY Large agency OUR CORE SPECIALITY IS Full-service communications and technology THIS IS HOW OLD WE ARE 20 years old in January 2018 OUR BIGGEST BRAG IN THE PAST 12 MONTHS Onboarding Pick n Pay. Winning a portfolio of exciting AB Inbev brands OUR BIG CLIENTS Pick n Pay, Santam, Sanlam, TigerBrands, Tyme Digital by Commonwealth Bank SA, Siemens and Visa OUR OLDEST ACCOUNTS Sanlam Group, Tiger Brands, Unilever, Visa.

OUR WINS OVER THE PAST 12 MONTHS The Global Brands portfolio at AB Inbev The return of Allan Gray WHO OWNS US We are independently-owned.

OUR BEE RATING Level 2 OUR REVENUE BAND Over R200 million annual turnover THE NUMBER OF PEOPLE WE HAVE 300+ staff members WHO’S THE BOSS Alistair King, Chief Creative Officer and James Barty, Chief Executive Officer OUR BUSINESS IN A TWEET We take the best qualities of a brand and communicate it to a world that doesn’t think in media silos. Great ideas are exploded into whichever mediums best maximise their power and effect.

THIS IS WHAT INSPIRES US Exceptional work based on a great idea that has the ability to make a real difference to our clients’ businesses and brands.

SO YOU LIKE US, ENGAGE WITH US +27 (0)21 469 1500 +27 (0)11 215 0000 enquiries@kingjames.co.za www.kingjames.co.za facebook.com/kingjamesgroup @kingjamesgroup

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Corporate Profile

M&C Saatchi Abel WE GO BY THE NAME OF M&C Saatchi Abel OUR CORE SPECIALITY IS Beautifully simple ideas.

OUR BIG PIECE OF WORK IN THE PAST 12 MONTHS Conceptualising the logo, branding and communication for the Zeitz MOCAA – the first and largest museum of contemporary African art in the world.

Beyond being a global icon, it is a significant catalyst for a new story of what African creativity is about, and showcasing it to the world.

OUR BIG CLIENTS Heineken South Africa Takelot Group Sun International

Home to a federation of entrepreneurs. M&C Saatchi Abel's Joburg Creative Campus

For last year’s overall AdFocus Agency of the Year winner, M&C OUR OLDEST ACCOUNTS Saatchi Abel, born seven years MWEB, Heineken and Takealot ago in the midst of an economic ACCOUNTS WE’VE WON OVER THE downturn, resilience and agility PAST 12 MONTHS are second nature to the business.

Windhoek As chief executive partner WWF Mike Abel explains, it’s not that Nando’s Grocery Nando’s IMEA Region the agency is impervious to the economic climate – nobody is – ACCOUNTS WE’VE LOST OVER THE PAST 12 MONTHS however, despite pressures on None budgets, the agency has managed WHO OWNS US to navigate the climate cautiously We’re owner run and operated with M&C and steadily, in the process Saatchi PLC having a major shareholding showing continued growth. that connects us to a network of people Abel points out that clients, across 26 offices globally. who are undoubtedly also feeling OUR B-BBEE Rating the pressure, are looking for Level 1 smarter, better, harder and more OUR REVENUE BAND innovative solutions with an emphasis on ROI – all areas in THIS IS HOW MANY PERMANENT EMPLOYEES WE HAVE which M&C Saatchi Abel is a 158 focused player. “Naturally, when WHO’S THE BOSS you have less money, you The Partners become more cautious about OUR BUSINESS IN 140 CHARACTERS where you spend it,” he maintains.

We’re in the business of creating A great deal rides on the ANC’s beautifully simple solutions for an electoral conference in December, increasingly complex world. We call this he points out. “On the upside, Brutal Simplicity of Thought. many say that if it took one man OUR KEY MOMENT IN THE PAST 12 MONTHS IN 50 WORDS to break a country, it could take Achieving our transformation goal of Level one man to fix it. New leadership 1 B-BBEE – beyond delivering on the in South Africa would mean important numbers, it is about delivering true, impactful diversity of thought on our increased foreign investment and Client’s business and transformation in the corporate spending. However, industry through things such as our without a change in the internship programme which has seen 90 leadership of South Africa, the students being trained and entering the current economic problems are industry. only likely to worsen,” he says.

SO YOU LIKE US, THIS IS HOW YOU In this landscape, Abel believes GET IN TOUCH WITH US that agencies need to choose Johannesburg: +27 11 268 6388 Cape Town +27 21 421 1024 whether they’re in the 100 - AdFocus 2017

advertising/communications game, or the business of marketing. As a marketer, he says, you need to use every tool available to survive and thrive in this environment, which means you cannot rely solely on ads to grow a brand. “Being brand-centric is no longer the way to go. Being customer-centric, offering innovative solutions that illustrate that brands understand their consumers and the challenges they face, makes them more relevant and useful to their customers,” he says.

To this end, the agency’s philosophy, ‘Brutal Simplicity of Thought’, continues to serve its clients well. “Simple messages enter the brain quicker and stay there for longer,” says Abel. While the agency has done well at awards shows this year – an impressive showing at APEX for Nando’s and Strongbow, and a Gold at Loeries for Nando’s – the biggest test, says Abel, is where the agency lies in the hearts and minds of its clients and consumers. “Not only is our work creative, but it is effective and delivers on its business objectives, and that is what counts the most for us,” he reveals.

The fact that Heineken – a challenger brand – was the winning beer brand in the Brands and Branding Survey (a category dominated for years by Ab InBev brands) is testament to the powerful work done at M&C

Saatchi Abel.

“We’ve proved that we are a powerful home for challenger brands, helping them to become dominant in their categories – in addition to Heineken, just look at brands such as Takealot.com and Hollard,” says Abel, adding that the agency is one that prides itself on making an impact. “We challenge the status quo – and we usually win.”

Perhaps this is due to the fact that the agency is structured more like an accounting or law firm than and ad agency. “The senior partners work in and on the business with clients. We have brought in significant senior talent and are focused on bringing in more. We are also powerful players in the transformation space, and have been from the outset – it’s a matter of conscience. We hold level 1 B-BBEE status – a remarkable achievement, considering that we are only seven years young. To this end, 26% of M&C Saatchi Abel is black-owned, with over 52% distributable equity made available for local black ownership with specific emphasis on employees,” Abel reveals.

Looking ahead, he reports that there will be a great focus on building the agency’s design capability, corporate identity and reputation management offering.

“Every CMO I come across is saying they want more simplicity.”

SIR MARTIN SORRELL

BRUTAL SIMPLICITY OF THOUGHT SINCE 2010

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McCann Worldgroup WE GO BY THE NAME OF McCann OUR CORE SPECIALITY IS We help Brands play a meaningful role in people’s lives.

OUR BIG PROJECTS IN THE PAST 12 MONTHS The repositioning of one of South Africa’s most loved Brands, Cremora.

The launch of the #TravelHater campaign for kulula.com OUR BIG CLIENTS Chevrolet, Cereal Partners Worldwide, Diageo, FedEx, kulula.com, L’Oréal, Nestlé, MasterCard, Maybelline, Reckitt Benckiser, Smeg, Transnet.

OUR OLDEST ACCOUNTS Chevrolet, Cereal Partners Worldwide, L’Oréal, Nestlé, MasterCard, Maybelline.

ACCOUNTS WON OVER THE PAST 12 MONTHS Diageo, FedEx, kulula.com, Reckitt Benckiser and Smeg.

ACCOUNTS LOST OVER THE PAST 12 MONTHS Zurich (withdrew from South Africa) and General Motors (withdraws from South Africa at the end of 2017).

WHO OWNES US Interpublic Group 49% Identity Partners 30% Staff Trust 21% OUR BBBEE RATING Level 1 SO YOU LIKE US, THIS IS HOW YOU GET IN TOUCH WITH US Call us on +27 11 235 4600 Mail us at fraser.lamb@mccann.com Visit us at 22 Westbrooke Drive, Sandown (enter off Katherine Street) Stalk us on www.facebook.com/ mccannjhb Tweet us on www.twitter.com/ mccannjhb THIS IS HOW MANY PEOPLE WE HAVE 139 WHO’S THE BOSS Fraser Lamb & Mick Blore OUR BUSINESS IN 140 CHARACTERS All agencies pretty much say the same thing here in different ways. If you’d like to take a look at your business in a completely new way, we’ll come show you who we are and what we do. We promise that it will be worthwhile at least, and a real eye-opener at best.

OUR KEY MOMENT IN THE PAST 12 MONTHS Johnnie walked to McCann - Winning a 5-way pitch for the Diageo Scotch Portfolio and being rewarded with the Gin and Reserve Portfolios too, bringing iconic brands like Johnnie Walker, Bell’s, J&B, Tanqueray, The Singleton and more into the agency.

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Corporate Profile

MediaMix360 WE GO BY THE NAME OF MediaMix360 OUR CORE SPECIALITY IS Integrated media strategy, planning and buying. Insights and Analytics.

OUR BIG PIECE OF WORK IN THE PAST 12 MONTHS RTIA OUR BIG CLIENTS SANRAL, RTIA, RSB OUR OLDEST ACCOUNTS RSB ACCOUNTS WE’VE WON OVER THE PAST 12 MONTHS RTIA, Lonmin ACCOUNTS WE’VE LOST OVER THE PAST 12 MONTHS 0 WHO OWNS US 100% Local Independent.

OUR BEE RATING Level 1 OUR REVENUE BAND 200 – 250m THIS IS HOW MANY PERMANENT EMPLOYEES WE HAVE 16 WHO’S THE BOSS Andile Kona OUR BUSINESS IN 140 CHARACTERS MEDIAMIX 360 is one of South Africa’s few 100% LOCAL 100% B-BBEE full service media agencies.

A dynamic and growing company that enables us to offer clients a bespoke and personalised service based on their unique needs. We integrate fully with client marketing teams to deliver a 360 communication solution.

Our team is strategic and

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diverse; to be relevant in today’s dynamic society we work with a combination of experts spanning digital marketing, offline classical media, social media marketing, SEO marketing, research/statistical analysts and data scientists. We believe that strategy is one thought process.

Our work is informed by a deep understanding of the consumer’s current needs and behaviours, and awareness of constant, active and instant change. What we don’t know we research, using bespoke techniques and commissioned studies. Today, flexibility is mandatory. Our stream-lined model is more cost-effective than traditional models.

OUR KEY MOMENT IN THE PAST 12 MONTHS IN 50 WORDS In the past 12 months there have been several key moments; most important is the development of our team. We’ve on-boarded senior specialists and our team has grown and developed from these specialisations. We have created jobs for several interns and put in place a nurturing and development programme. Our win of RTIA and Lonmin helped grow our business so that we can continue with our entrepreneurial spirit of growth and development.

And lastly, we have achieved a fully integrated service offering to navigate a complex business environment with our clients.

SO YOU LIKE US, THIS IS HOW YOU GET IN TOUCH WITH US +27 (011) 706 4975 :info@mediamix360.com www.mediamix360.com @TeamMediaMix360

At MediaMix360, the strategic and diverse team makes a point of adding value for its clients by looking beyond traditional advertising channels to amplify their communications strategies and enhance messaging.

This approach is underpinned by a culture of entrepreneurship, which MD Andile Kona has inculcated in growing the agency and its client base. The agency understands its citizenship as a South African company and its role in contributing to job creation, upskilling the youth, and ultimately contributing to the growth of the South African economy.

Consequently, despite a challenging economic environment, the agency has grown over 100% this year thorugh a combination of new and organic business.

Kona observes a resistance from clients to making long-term decisions, characterised by short term actions albeit with a long term view. In addition, procurement has taken a primary role in the decision-making process. Going forward, Kona expects this trend to continue. He explains that MediaMix360 will, in response, gear up to be proactive in responding to this trend, while enhancing its resources, processes and tools to deliver to clients.

Kona, who is also the deputy chair of the Advertising Marketing Forum, says industry transformation is imperative. “We all need to take part and be involved in the economy broadly and the industry specifically as equal indigenous citizens of South Africa. I want to see more black youth joining and thriving in the industry, people of colour and women taking up more senior positions, and more

importantly, local marketers having faith in local agencies, particularly black-owned agencies."

The agency’s ability to stay on trend is enhanced by the fact that its team is lean and agile, meaning the job gets done and the team is highly responsive.

“We connect brands with their consumers because our work is informed by a deep understanding of the current needs and behaviours of consumers and an awareness of constant, instant and active change,” Kona explains.

Because MediaMix360 is actively engaged with the entire communication value ecosystem, Kona explains that the agency is able to provide grounded, practical and actionable solutions that are tailored to each client’s needs.

The philosophy at MediaMix360 is one that promotes an independent, strategically motivated perspective.

“We are not driven by annual production income targets,” Kona maintains. He explains that the agency operates within a flat structure and every individual is an expert in their particular field, which allows the agency to access and leverage the expertise and capabilities of the team for the client’s benefit. Having recently opened an operation in Cape Town, Kona says the agency has its eye on winning blue-chip clients over the next few months. The agency is building and growing its reach and offering across Africa, while continuing to drive new business growth and upskill expertise.

“Our goal is to be the industry standard across the continent,” Kona concludes.

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Corporate Profile

MORTIMER HARVEY WE GO BY THE NAME OF Mortimer Harvey (Pty) Ltd South Africa and Mortimer Harvey Africa Middle East.

WE ARE A MID-SIZE AGENCY AND OUR CORE SPECIALITY IS We’re a wholly SA-owned and locally grown, results-driven, OmniChannel, advertising, marketing and communications company that delivers hard-working creative solutions, strategy and consultancy.

THIS IS HOW OLD WE ARE 26 years.

OUR BIGGEST BRAG IN THE PAST 12 MONTHS Absa’s Thanks a Million campaign.

OUR BIG CLIENTS South Africa: Absa B2B, WIM and CIB Portfolios, Western Union (Africa), University of Johannesburg, Peermont Global, RCL Foods (Bobtail, Canine Cuisine, Ultra Dog). Africa Middle East: AXA Egypt, Total Egypt, Magrabi Optical, Groupe SEB, Ghabbour Auto.

OUR OLDEST ACCOUNTS Absa, Scripps Networks (Food Network and Travel Channel).

OUR WINS OVER THE PAST 12 MONTHS South Africa: Absa B2B, WIM and CIB Portfolios, Western Union (Africa), Broadlink, RCL Foods. Africa Middle East: Novartis, Groupe SEB, Careem, Zahran Group, Sico Technologies, Tristar Global Health, L’Oreal, Total Group (France), Lista AG (Switzerland), Vodafone Egypt, EU & Egyptian Government TVETII Programme (Technical and Vocational Education Training), Govad Music (Germany).

OUR LOSSES OVER THE PAST 12 MONTHS Absa Retail Portfolio.

WHO OWNS US Mortimer Harvey Investment Holdings.

OUR BEE RATING Level 3.

OUR REVENUE BAND R100m – R120m (gross).

THE NUMBER OF PEOPLE WE HAVE 85 (South Africa), 35 (Egypt).

WHO’S THE BOSS Dave Mortimer, Gerald Harvey, Andrew Fradd, Katlego Moutlana, Scot Aitken and Andrew Ambrogioni in South Africa.

Thibaud Weick in Cairo, Egypt.

OUR BUSINESS IN A TWEET 26 years of never standing still, delivering OmniChannel solutions with all of our Heart and the very best of our Smart.

WHAT INSPIRES US Our clients.

SO YOU LIKE US, ENGAGE WITH US South Africa: +27 (0)11 996 2833 Africa Middle East: +20 122 060 4047 106 - AdFocus 2017

It ain’t what we do, it’s the way that we do it This is a team that is not afraid. Not afraid to initiate change, not afraid to change as the world ÏʱĹčåŸØ ±ĹÚ ÚåĀ ĹĜƋåĬƼ ĹŅƋ ±üų±ĜÚ Ņü ÏʱĹčĜĹč how we operate in order to get the best results for our clients.

We are a strong team of free thinkers that understands that we have to adapt to the local landscape and global opportunities if we are to continue being relevant. We are agile enough to ųåüŅÏƚŸ ±ĹÚ ųåŞƚųŞŅŸå Ņƚų Ņý åųĜĹč ŧƚĜÏĩĬƼ ô ±Ĺ ±ÆĜĬĜƋƼ ƋʱƋ ʱŸ ŸåųƴåÚ ƚŸ åƻÏåŞƋĜŅűĬĬƼ ƵåĬĬ Ņƴåų ƋĘå Ş±ŸƋ Ɩƅ Ƽå±ųŸ ±ĹÚØ čŅĜĹč üŅųƵ±ųÚØ Ĭå±ƴåŸ ƚŸ ŞåųüåÏƋĬƼ ŞŅŸƋĜŅĹåÚ ƋŅ ÏŅĹƋĜĹƚå Ņý åųĜĹč ƚĹĜŧƚå brand solutions and results. Ů Ƌ±ĹÚĜĹč ŸƋĜĬĬ ĜŸ üŅų ŞŅƋ ŞĬ±ĹƋŸØŰ Ÿ±ƼŸ eĹÚųåƵ eĵÆųŅčĜŅĹĜØ ƋĘå ĹåƵ ĘĜåü ųå±ƋĜƴå %ĜųåÏƋŅųţ ŮFü Ƶå don’t move forward, investigate, push limits and discover, then we shouldn’t be in this business.” eŸ ±ĹƼŅĹå ƵĘŅ ʱŸ ƵŅųĩåÚ ƵĜƋĘØ Ņų üŅųØ aB ĩĹŅƵŸØ ƋĘå åĵŞĘ±ŸĜŸ ĜŸ ŅĹ Ïųå±ƋĜĹč ± ŸåĹŸå Ņü ü±ĵĜĬƼţ Ęå ĵĜĹƚƋå ƼŅƚ Ƶ±Ĭĩ ƋĘųŅƚčĘ ƋĘå ÚŅŅųØ ƋĘåųåűŸ ± ƚĹĜŧƚå åĹåųčƼ ƋʱƋ åĹƴåĬŅŞŸ ƼŅƚţ There’s an immediate sense of trust and ĬŅƼ±ĬƋƼØ ±ĹÚ ĜƋ ĜŸ ƋĘĜŸ ÏƚĬƋƚųå ƋʱƋ üŅųčåŸ ŸƋųŅĹč partnerships and friendships that last long after people have left the building. There are folk who ʱƴå ÆååĹ Ęåųå ŸĜĹÏå ĜĹÏåŞƋĜŅĹØ ±ĹÚ ĵ±ĹƼ ŅƋĘåųŸ ƵĘŅ ʱƴå ųåƋƚųĹåÚ ƋŅ ƋĘå üŅĬÚ ƋƵŅ ƋŅ ƋĘųåå ƋĜĵåŸ ô so, we must be doing something right.

Onwards and upwards With remuneration models shifting across the ĜĹÚƚŸƋųƼØ Ƶå ʱƴå Ę±Ú ƋŅ ųåĬŅŅĩ ƋĘå Ƶ±Ƽ Ƶå optimise revenue, while at the same time avoiding ƋĘå ĬŅŸŸ Ņü Ïųå±ƋĜƴĜƋƼţ X±ŸƋ Ƽå±ų aB ±ÏŧƚĜųåÚ eÏƋĜŅĹ eĵÆųŅűŸØ ƵĘĜÏĘ ±ÚÚåÚ ƼåƋ ±ĹŅƋĘåų Ĭ±Ƽåų Ņü åƻÏåŞƋĜŅűĬ Ïųå±ƋĜƴå Ƌ±ĬåĹƋ ƚĹÚåųŞĜĹĹåÚ ÆƼ ųŅÆƚŸƋ a åƻŞåųƋĜŸåţ ĘĜŸ ƵĜĹĹĜĹč ÏŅĵÆĜűƋĜŅĹ ±ƚčĵåĹƋåÚ aBűŸ åƻĜŸƋĜĹč Ş±ŸŸĜŅĹ ƋŅ ŞųŅÚƚÏå ϱĵޱĜčĹŸ ƱŸåÚ ŅĹ ƚĹĜŧƚå ÏƚŸƋŅĵåų ĜĹŸĜčĘƋŸ ƋʱƋ deliver real, measurable results for our clients. å ʱƴå ±ĬƵ±ƼŸ Ę±Ú ± ŸƋųŅĹč ÚĜčĜƋ±Ĭ ±ĹÚ ŸŅÏĜ±Ĭ Ņý åųĜĹč ĜĹ ƋåųĵŸ Ņü Ņƚų ÏŅĹƋåĹƋ ±ĹÚ ±Ĺ±ĬƼƋĜÏŸØ ÆƚƋ Ņƚų ĹåƵ Ņý åųĜĹč ĜŸ ĹŅƵ åƴåĹ ŸƋųŅĹčåųţ Ƽ ±ÚÚĜĹč ÚĜųåÏƋ ĵ±ųĩåƋĜĹč ±ĹÚ a ƋŅ ƋĘå ĵĜƻØ ƋĘå ƋƵŅ platforms converge to create a new discipline that Ï±Ĺ ÆåŸƋ Æå ÚåŸÏųĜÆåÚ ±Ÿ ŸŅÏĜ±Ĭ a ô ± ŸŅĬƚƋĜŅĹ ƋʱƋ Ņý åųŸ Ņƚų ÏĬĜåĹƋŸ ±ÏƋĜŅűÆĬå ųåŸƚĬƋŸ ƋʱƋ čŅ ÆåƼŅĹÚ Ş±čå ÏĬĜÏĩŸ ±ĹÚ Ş±ĜÚ ƴĜåƵŸţ ĜƋĘ ÏŅĹƋåĹƋ ƴåųƼ ĵƚÏĘ ±Ƌ ƋĘå Ęå±ųƋ Ņü åƴåųƼ ĜĹÚƚŸƋųƼ ÏŅĹƴåųŸ±ƋĜŅĹØ Ĭ±Ƌå ĜĹ ƖLjŎƅ aB Ĭ±ƚĹÏĘåÚ :ų±ƴĜƋ±Ƌå a ŠĵƚĬƋĜěƴĜÚåŅ ÏŅĹƋåĹƋš ĬåÚ ÆƼ ƋĘå ĘĜčĘĬƼ ųåŸŞåÏƋåÚ ±ĹÚ åƻŞåųĜåĹÏåÚ ƋųĜŅ ÏŅĹŸĜŸƋĜĹč Ņü %åĹƼŸ åÆÆØ 8ųåÚÚƼ XŅƚƵ ±ĹÚ }ƚĜĹƋŅĹ IŅĹåŸţ This powerful team delivers the full spectrum of content production for multiple channels ŠÆå ĜƋ ĬŅĹčě Ņų ŸĘŅųƋěüŅųĵ±ƋšØ üųŅĵ ŅųĜčĜűƋĜŅĹ ±ĹÚ production to distribution. “We can even create and ÆųŅ±ÚϱŸƋ ƴĜÚåŅŸ ±ĹÚ ƋĘåĹ Ÿå±ĵĬ域ĬƼ ÚåĬĜƴåų ƋĘåĵ ƋŅ ± ƴ±ųĜåƋƼ Ņü ÚåƴĜÏåŸØ üųŅĵ Ƌų±ÚĜƋĜŅűĬ ŸÏųååĹŸ ƋŅ ÚĜčĜƋ±Ĭ ±ĹÚ ĵŅÆĜĬåţ ĘĜŸ ĵå±ĹŸ Ƶå Ï±Ĺ Ņý åų ĵ域±čĜĹč ĹŅƋ ŅĹĬƼ ±ÏųŅŸŸ ±ĬĬ ÚĜŸÏĜŞĬĜĹåŸØ ÆƚƋ ±ĬŸŅ across the continent,” Ÿ±ƼŸ eĹÚųåƵ 8ų±ÚÚØ :ųŅƚŞ a%ţ

Ņ åƻޱĹÚ ĜƋŸ ϱޱÆĜĬĜƋĜåŸ ±ĹÚ ųå±ÏĘ ĜĹ ƋĘå ĵ±ųĩåƋØ :ų±ƴĜƋ±Ƌå ĜŸ ĜĹ ƋĘå ŞųŅÏ域 Ņü ÆƚĜĬÚĜĹč ± ŸƋ±ƋåěŅüěƋĘåě±ųƋ ŞųŅÚƚÏƋĜŅĹ ü±ÏĜĬĜƋƼØ ƋĘå ĬĜĩåŸ Ņü ƵĘĜÏĘ Ę±ƴå ĹŅƋ ÆååĹ ŸååĹ ÆƼ ±ĹƼ ±čåĹÏƼ ĜĹ ŅƚƋĘ eüųĜϱţ

Standing still is not part of our ethos

eüųĜ챯 ƋĘå aĜÚÚĬå )±ŸƋ ±ĹÚ )ƚųŅŞå ô ĜĹ ƋĘåĜų ŅƵĹ Ĭ±Ĺčƚ±čåŸ and using their homegrown insights.

Can do. Will do.

FĹŸƋå±Ú Ņü üŅĬĬŅƵĜĹč ƋĘå ĘåųÚ ƋŅ )±ŸƋ ±ĹÚ åŸƋ eüųĜ챯 Ƶå ĬŅŅĩåÚ ĹŅųƋĘ ±ĹÚ ŅŞåĹåÚ ± üƚĬĬěŸåųƴĜÏå ±čåĹÏƼ ĜĹ ±ĜųŅţ FƋ Ƶ±ŸĹűƋ ƋĘå ŅÆƴĜŅƚŸ ÏĘŅĜÏåØ ÆƚƋ Ņƚų ƴĜŸĜŅŠʱŸ ŞųŅƴåĹ ƋŅ Æå ƖLjxƖLjţ

Ů Ęå ÚĜƴåųŸĜƋƼ Ņü ŸĩĜĬĬŸ ĘŅƚŸåÚ ĜĹ aB åĹŸƚųåŸ ƋʱƋ ƋĘå ±čåĹÏƼ ĜŸ ±ÆĬå ƋŅ ±ƋƋų±ÏƋ ĹåƵ ÏĬĜåĹƋŸ ±ĹÚ ĜŸ ųå±ÚƼ ƋŅ ʱĹÚĬå ±ĹƼ üƚųƋĘåų ÏʱĹčåŸ ĜĹ ƋĘå ĜĹÚƚŸƋųƼØŰ Ÿ±ƼŸ :ųŅƚŞ )kØ %±ƴå aŅųƋĜĵåųţ ٠ʱĹčå ÚŅåŸĹűƋ ÏŅĵå without pain, but without pain there is no growth.”

FĹ åŞƋåĵÆåų ƖLjŎƀ ŠƋĘųåå Ƽå±ųŸ ±üƋåų Ƶå ŸåƋ ƚŞ ŸĘŅŞš )čƼŞƋ Ƶ±Ÿ ų±ƋåÚ ÆƼ ĬŅŅĵÆåųč ±ĹÚ eţ ţ Uå±ųĹåƼűŸ :ĬŅƱĬ åųƴĜÏåŸ XŅϱƋĜŅĹ FĹÚåƻ ±Ÿ eüųĜϱűŸ ĹƚĵÆåųěŅĹå ĜĹƴåŸƋĵåĹƋ ÚåŸƋĜűƋĜŅĹØ ŸĘŅƵĜĹčØ ŅĹÏå ±č±ĜĹØ ƋʱƋ Ĺåƴåų ŸƋ±ĹÚĜĹč ŸƋĜĬĬ ޱƼŸ ÚĜƴĜÚåĹÚŸţ ĜƋĘ ±Ĺ åƻÏĜƋĜĹč ĵĜƻ Ņü ĬŅϱĬ ±ĹÚ ĜĹƋåųűƋĜŅűĬ ŸƋ±ý ĵåĵÆåųŸØ Ƶå ÏŅƚĬÚĹűƋ Æå ÆåƋƋåų ŞĬ±ÏåÚ ƋŅ Ÿåųƴå

Ęåųå ±ųå ƴåųƼ üåƵ ĬŅϱĬĬƼ ŅƵĹåÚ ±čåĹÏĜåŸ ĜĹ ƋĘå ÏŅƚĹƋųƼ ±ÆĬå ƋŅ ÚåĬĜƴåų ŸƚÏĘ ± ƵĜÚå ŸŞåÏƋųƚĵ Ņü ŸåųƴĜÏåŸØ ±ĹÚ aB ĜŸ ƵåĬĬ ŞŅŸĜƋĜŅĹåÚ ƋŅ ųå±Ş ƋĘå ųåƵ±ųÚŸţ BŅƵåƴåųØ ƋĘå ĵŅŸƋ ĜĵŞŅųƋ±ĹƋ Ĭå±ųĹĜĹč üŅų ƋĘå Ƌå±ĵ ʱŸ ÆååĹ ƋʱƋØ ĜĹ ƋŅÚ±ƼűŸ Ĭ±ĹڟϱŞåØ ±čåĹÏĜåŸ ĹååÚ ƋŅ Æå ÆƚŸĜĹåŸŸåŸ ÆåüŅųå ±ĹƼƋĘĜĹč åĬŸåţ åĬĬØ ÆƚŸĜĹåŸŸåŸ ±ĹÚ čųå±Ƌ ŞĬ±ÏåŸ ƋŅ ƵŅųĩţ

South Africa’s most loved dog food now with

32 exhausting days 19 sleepless nights

1 devoted sidekick

The Future

Reimagined

For Strong South African Dogs

Bobtail brand campaign

University of Johannesburg positioning

Peermont Metcourt Hotel campaign

Western Union social media engagement - Africa

Absa Corporate and Investment Banking acquisition brochure

AdFocus 2017 - 107

Corporate Profile

Mediology WE GO BY THE NAME OF Mediology OUR CORE SPECIALITY IS Channel Neutral Full Service Media Strategy, Planning and Buying Agency ACCOUNTS WE’VE WON OVER THE PAST 12 MONTHS Bridgestone/Firestone; BIC; Fertility Astrology; MNet Movies; Deezer; Ascendis Health; Twinsaver; Montego; URC; and USAID’s Right to Care ACCOUNTS WE’VE LOST OVER THE PAST 12 MONTHS During the Adfocus period of May’16 to Apr’17 we did not lose any accounts.

WHO OWNS US Ana Carrapichano OUR BEE RATING 2 OUR REVENUE BAND Billings for the period - R 800 million THIS IS HOW MANY PERMANENT EMPLOYEES WE HAVE 45 WHO’S THE BOSS Ana Carrapichano – CEO OUR BUSINESS IN 140 CHARACTERS Mediology is a well-established agency, South Africa’s largest media independent. Operating from offices in Johannesburg (2006) and Cape Town (2013), we employ a staff of forty-five fun and dynamic media execs and digital natives.We love creating brand stories and co-creating award winning campaigns!

OUR KEY MOMENT IN THE PAST 12 MONTHS IN 50 WORDS The past year has been a year of re-structuring for the next big step! We appointed a very experienced and dynamic Group Financial Director, Graham Reynolds ex Saatchi & Saatchi Group. We became fully independent by bringing all our media buying in-house. We invested heavily in our Digital Division and our Consumer Insights division. We expanded both offices, having bought the JHB building and expanding our CT office space.

Over and above this, we won new business and a couple of Apex awards.

SO YOU LIKE US, THIS IS HOW YOU GET IN TOUCH WITH US JHB: +27 (011) 707-4800 CT: +27 (021) 447 6792 ana@mediology.co.za www.mediology.co.za Mediology Mediology

108 - AdFocus 2017

At Mediology, 2017 has been a year of looking internally, developing the team and enhancing systems and processes.

It was only towards the tail end of the year under review that the agency started to focus on pitches, with a subsequent busy period following with new business opportunities.

The climate at the moment is competitive, she says, because times are tough, aggressive because everyone is negotiating hard and opportunistic because clients are looking for strong strategic partners to help them negotiate the challenges and make their money work harder.

That said, Carrapichano is positive about the future, especially since so much work has been done on the agency itself over the past months – its positioning, product and culture and even its premises. As such, Mediology has cemented a fully integrated offering, with a digital first emphasis.

Media as a whole has become increasingly fragmented, she says, which makes it that much harder to attract consumers and build brand love. “In this space, agencies have to adapt quickly and communicate authentically – it’s about keeping ahead of trends – which makes for both a challenging and exciting landscape,” she reveals.

Ultimately, Carrapichano believes the only way to keep up in this environment is to work hard at building relationships with clients, sharpening skills and working effectively with both the media and creative agencies. “We have to prove that we add value via our ability to solve marketing problems,” she says, adding that it is also important to develop award winning, effective media campaigns at the same time.

As South Africa’s largest media independent, Mediology has honed its positioning to do all of the above. Its approach is channel neutral and the agency offers a range of integrated through-the-line services that ultimately deliver effectively on clients’ objectives. Moreover, it’s a service offering that has evolved

substantially over the years, with a heavy investment during 2016 into its consumer insights division.

“Mediology will continue to adapt as the market shifts to meet requirements,” informs Carrapichano.

Integrated media thinking, according to Carrapichano, relies on a media agnostic approach in order to be successful. She admits that television remains the highest reach medium but says the reality is that we cannot ignore social media. “Facebook has a larger population than any country in the world – now that is perspective,” she emphasises.

At the heart of it, effectiveness is key in this environment and Mediology has excelled in this area – in the past year the agency won two Apex Awards together with Network BBDO for Libresse, plus second place in the Media Agency of the Year category at the Most Awards.

Mediology’s philosophy: keep it

Ana Carrapichano – CEO

simple, read, debate, question everything and stay fresh and curious, is how the agency ensures that it delivers effective solutions to clients. “We care about our clients’ businesses and what keeps them awake at night,” says Carrapichano.

The agency is geared for growth and aiming to bring in substantial amounts of new business over the year ahead.

“We’re aiming for a good year and will work hard to achieve new business growth, whilst keeping a strong focus on existing clients.

OUR BIG PIECE OF WORK IN THE PAST 12 MONTHS One of the campaigns that we are very proud to be associated with is CCI/USAID’s Gender Based Violence campaign. Changing social norms is a very hard job to do, especially within tight budgets.

The Rape prevention ad was launched on TV in August 2017. The advert encourages men who need help to call the Department of Social Development’s call centre. Social workers at the centre are trained to deal and guide the perpetrators.

The campaign is both complex and evocative. TV was the lead channel, owing to its mass reach capability.

Content Integration was recommended

by Mediology as a highly engaging but unobtrusive channel to portray the complex message of rape. Mediology, CCI, USAID, eTV and Rhythm City partnered to develop a rape storyline that explored the build up to a gang rape, the consequences for survivors and how communities, and individuals

respond to it. All communication during the six week storyline directed audiences to the call centre. The increase of male and female calls to the DSD call centre indicates campaign value.

The storyline was carried extensively on social media platforms.

Facebook campaigns around the TV PSA and Rhythm City drew loads of engagement with audiences that needed help from having experienced rape or abuse. Guilty perpetrators called in too to ask for help.

A positive impact was made.

Corporate Profile

Promise WE GO BY THE NAME OF Promise WE ARE A SMALL/MID-SIZE/ LARGE AGENCY Mid-size OUR CORE SPECIALITY IS Superbly crafted, strategically sound integrated marketing solutions delivered with utmost professionalism THIS IS HOW OLD WE ARE 12 years OUR BIG CLIENTS Edcon, RMB, AB InBev, AfriSam, Renault

creating concrete possibilities

OUR OLDEST ACCOUNTS AB InBev (SAB), Edcon, AfriSam, Renault OUR WINS OVER THE PAST 12 MONTHS RMB, PPS, Computicket, Castle Lager

bilities

WHO OWNS US 100% independent and locally owned OUR BEE RATING Level 2 OUR REVENUE BAND R45m - R50m THE NUMBER OF PEOPLE WE HAVE 80

Successful agencies evolve as the industry evolves, and the Promise Group has made sure that by diversifying its services, it stays ahead of the curve.

OUR BUSINESS IN A TWEET Come with remarkable, or don’t come at all

Adding a consulting arm to the business helped keep Promise abreast of the change, allowing the agency to remain relevant in an industry that is becoming increasingly competitive, explains Verushen Reddy, Director: Strategy and Digital Marketing. In addition, it has also included a data offering to provide extra value to clients.

SO YOU LIKE US, ENGAGE WITH US +27 (0)11 463-2413 james@promisegroup.co.za www.promisegroup.co.za Twitter: @PromiseAgency Facebook: @promiseagencysa

Proud sponsor of concrete for the Zeitz Museum of Contemporary Art Africa

WE COMBINE INDEPENDENCE, TALENT AND RELENTLESS HUNGER. WE ARE PROMISE AND WE CREATE THE REMARKABLE.

WHO’S THE BOSS James Moffatt (CEO), Marc Watson (ECD), Verushen Reddy (Director: Strategy and Digital Marketing), Craig du Preez (Group MD)

THIS IS WHAT INSPIRES US Seeking notoriety through being exceptional

PossiAfriSam

This has ensured that the agency has been less affected than most by the tough economic climate – in fact,

in the words of CEO James Moffatt, “Promise has had a cracker of a year.” Account wins include Edcon’s speciality business through the line, PPS Insurance, Castle Lager and Rand Merchant Bank. The agency has experienced stellar growth over the past five years, and this year revenue is set to increase by 34 percent, reports MD, Craig du Preez.

Another key element of the agency’s success is the way in which it works closely with clients. “The relationship between client and agency is crucial,” says ECD Marc Watson.

Promise was recently voted one of the top three agencies by clients in South Africa for

client satisfaction (SCOPEN Agency Scope 2016).

It’s the focus on a creative, supportive and happy culture that ensures every staff member lives up to Promise’s mantra: “Come with remarkable, or don’t come at all”. All in all, Promise is primed for growth and success and Moffatt comments, “If we can enjoy the same performance in the coming 12 months that we’ve enjoyed in the past year, the team will be thrilled.”

AdFocus 2017 - 109

Ogilvy South Africa WE GO BY THE NAME OF Ogilvy WE ARE A SMALL/MID-SIZE/ LARGE AGENCY Large, digitally integrated & specialist agency OUR CORE SPECIALITY IS Full service THIS IS HOW OLD WE ARE 50 Plus OUR BIGGEST BRAG IN THE PAST 12 MONTHS Winning Digital Agency of the Year at Bookmarks, maintaining our leadership position in the Creative Circle rankings for the fifth year in a row, our 3rd consecutive Cannes lions and being the top South African agency at Loeries.

OUR BIG CLIENTS Multichoice, KFC, Vodacom, VW/Audi, ABInBev, Dischem, Pep, BAT, Cashbuild, Mondelez, Unilever.

OUR OLDEST ACCOUNTS SAB (56 years), Nestle (54 years), VW/ Audi (41 years), GSK (30 years), Unilever (29 years) OUR WINS OVER THE PAST 12 MONTHS Investec, Appletiser Global, Multichoice Digital, Mondelez Digital, Various Unilever brands, Nimue (Ascendis) Miniso, Dettol, Durex.

WHO OWNS US 59% Ogilvy Worldwide 41% Local Shareholders OUR BEE RATING Level 2 OUR REVENUE BAND R400m plus THE NUMBER OF PEOPLE WE HAVE 900 plus WHO’S THE BOSS Moss Mashishi (Chairman) Alistair Mokoena (CEO) OUR BUSINESS IN A TWEET Ogilvy believes the world would be a better place if we bring out the inner greatness in brands, companies and people.

THIS IS WHAT INSPIRES US Seeking notoriety through being exceptional.

SO YOU LIKE US, ENGAGE WITH US www.ogilvy.co.za Alistair.mokoena@ogilvy.co.za 110 - AdFocus 2017

ALWAYS ON

Ogilvy Getting ahead of the game is one thing, staying ahead of the game is another thing altogether.

That Ogilvy SA is among the elite in South African advertising at the moment is incontrovertible.

There’s recent work galore, across a multitude of platforms, that we’re really proud of. Just some of those campaigns are…

VW Amarok Social Test Drive, VW 011 Beats, MTV FCK HIV, KFC Suppertime Stories, Metropolitan #ISeeYou, Castle Lite Boat, Vodacom Play Everyday and Audi Untaggable.

And there’s a roster of great clients, many of whom have been with us for decades. The biggest are...

Multichoice, Vodacom, KFC, Audi/VW and ABInBev. And the 2016/17 accolades have been abundant...

- Creative Circle - First & second ranked agency in SA - Loeries - First ranked agency group in SA & 7th Grand Prix in 6 years - Bookmarks - Digital Agency Of The Year - Cannes – First ranked SA agency & 3rd Grand Prix - The One Show - 6 awards - D&AD - 5 awards - Prisms - 8 awards - APEX - 3 awards

- Sunday Times - Robyn Putter Agency Of The Year - Kantar Millward Brown - Ranked 2, 8 & 17 by Consumer as most liked advertising in SA. But we’re acutely conscious that’s all in the rearview mirror, and ahead of us lie marketing highways and byways that are immensely challenging with media consumption patterns in disarray and brand touchpoints proliferating. This means that what worked last year may not work this year. Which is why we’ve built the agency on a platform of, what our founder David Ogilvy called, “divine discontent”.

We’re restless and innovative in both what we do and how we do it. This doesn’t just mean building great campaigns on new technical platforms. It also means radically different client service models, always-on staffing, a state-of-theart business tracking and reporting system called Workbook, and finding smart ways to meet the growing needs of Chief Marketing Officers for data-driven rationalisation of their marketing spend.

& We’re interrogating everything that we do in the sole framework of what our clients need.

Part of that process is clinging on to some old verities, one of which is that strong brands are the best insurance for these times. Brands that have relevance and resonance, and provide a rewarding customer journey, will thrive. And brands have to be constantly invested in, even in a tough economic climate, with a bespoke mix of short, medium and long-term strategic goals in mind.

Another of our unshakeable beliefs is the supremacy of the creative idea. For marketing to connect, it has to stand out, and that requires the particular genius of great studio teams.

We aim to hit the Twin Peaks of effectiveness and creativity, and our track record demonstrates that we do that consistently and with unparalleled breadth across all categories of marketing.

And we also believe in the role of the big, full-service agency in a climate of specialist fragmentation. Obviously we would say that, but it’s a demonstrable truth that significant scale clients are best served by a single point of entry to the most relevant resolutions for all of their marketing challenges with demonstrable outcomes at a reasonable cost.

Over the past decade we’ve built separate, deep dive units across a multitude of new disciplines and were now on a mission to ensure that our clients get one touch access to all of those worlds with optimal efficiency, creativity and results.

AdFocus 2017 - 111

112 - AdFocus 2017

Corporate Profile

TBWA\ WE GO BY THE NAME OF TBWA\South Africa OUR CORE SPECIALITY IS Using our collective creative capabilities to locate our clients’ brands in culture OUR BIG PIECE OF WORK IN THE PAST 12 MONTHS Winning the integrated, multi-national MTN account OUR BIG CLIENTS Our largest five are: MTN, SPAR, Standard Bank, Nissan and P&G OUR OLDEST ACCOUNTS SPAR, Standard Bank and City Lodge ACCOUNTS WE’VE WON OVER THE PAST 12 MONTHS MTN, Liberty, Lourve Abu Dhabi and Michelin Worldwide (brand development) ACCOUNTS WE’VE LOST OVER THE PAST 12 MONTHS We unfortunately had to resign Tiger Brands and Distell WHO OWNS US Omnicom, Phembani and a local staff trust OUR BEE RATING Level 2 OUR REVENUE BAND Large THIS IS HOW MANY PERMANENT EMPLOYEES WE HAVE 550+ WHO’S THE BOSS Sean Donovan and 21 talented leaders across the group OUR BUSINESS IN 140 CHARACTERS We are a creative collective powered by our operating system, Disruption®, creating work that seeks to make an impact in culture OUR KEY MOMENT IN THE PAST 12 MONTHS IN 50 WORDS Several: significant transformation progress through Phembani increasing its equity stake, securing the MTN and Liberty accounts, producing a body of work that resonates in culture, being recognised as the leading SA group at the Loeries, welcoming some great new talent, launching our regional data practice from SA, and launching The Disruption® Company SO YOU LIKE US, THIS IS HOW YOU GET IN TOUCH WITH US +27 (0) 11 322 3100 sean.donovan@tbwa.co.za or ntombi.malaza@tbwa.co.za www.tbwa-africa.com @tbwaafrica

With the industry in a state of flux — budgets are squeezed, clients are looking for new approaches, media is becoming ever more fragmented, and slowly reducing data costs are fueling an evolution in the way people consume media and content – all in all, agencies need to psychologically reframe the role they play, and structurally adapt to embrace this reality.

“Traditionally, agencies have focused largely on the end product they produced, as opposed to the impact that our work has on culture. We need to constantly remind ourselves that we are not the end, but rather the means to the end,” comments TBWA\South Africa Group CEO Sean Donovan.

Ultimately, output, in the form of influence, is what counts, he maintains – and more investment in disciplines such as content creation and insights driven by data analytics are key. Agencies need to be comfortable with working in looser structures and using short-term collaborators.

From a TBWA\ perspective, Donovan reveals that the agencies within the group — Hunt\Lascaris, Yellowwood, GRID, HDI, OPENCO and Magna Carta — are working together more and more on accounts. Cases in point are the recent Liberty and MTN account wins, both of which allow TBWA\

to further entrench its African footprint.

The year has held a number of other major highlights. A BEE deal was recently concluded whereby the Phembani Group upped their stake in TBWA\, bringing it from 25% to 30% black ownership at a Group level, and ensuring that most of the agencies in the Group have Level 1 or 2 status. The establishment of TBWA\’s regional Data Science practice in South Africa, the launch of its in-house production facilities, The End, as well as the launch of The Disruption® Company have been other highlights.

The Disruption® Company takes the best resources and assets across the entire group to market to work together on a project basis. So, instead of using the resources from one agency that specialises in a certain discipline, the client gets to experience a multidisciplinary approach to solve a specific business problem. “It’s how we won and the way in which we have been servicing MTN, allowing for a fluid approach with less associated costs — essentially you pay only for what you need,” explains Donovan.

The establishment of The Disruption® Company is in line with the trend around collaboration, whereby the agency is able to pull in parties who may

not traditionally sit at the table, to change the focus. Donovan believes that younger, less experienced talent will start to play a bigger role in agency life through The Disruption® Company as they’re less constrained and more naïve, making their ideas that much more impactful.

Of course, the quality of the creative product remains a priority and whilst it is delighted to have been acknowledged as the leading South African Group at this year’s Loeries; what is particurarly gratifying to the TBWA\ team is that many of the awards won were for experiential or content pieces, such as GRID’s award for Marble and Hunt\Lascaris’ award for Student Flights’ Baby Bot campaign.

Recently launched in-house content creation and production entity, The End, is a pivotal focus for TBWA\ over the next 12 months, as is upscaling its data science practice. For Donovan and the TBWA\ leadership team, continued investment into digital, talent training and leadership development, as well as continued transformation and breaking and recreating processes are all high up on the agenda.

AdFocus 2017 - 113

Corporate Profile

TILT WE GO BY THE NAME OF TILT Influence Architects OUR CORE SPECIALITY IS Influencer marketing and digital content creation OUR BIG PIECE OF WORK IN THE PAST 12 MONTHS Business is an Adventure with Sir Richard Branson OUR BIG CLIENTS Kellogg's, Pringles, The Estée Lauder Company, Times Media Films, Virgin Atlantic OUR OLDEST ACCOUNTS n/a ACCOUNTS WE’VE WON OVER THE PAST 12 MONTHS All ACCOUNTS WE’VE LOST OVER THE PAST 12 MONTHS none WHO OWNS US Independent OUR BEE RATING EME OUR REVENUE BAND R2.5m-R5m THIS IS HOW MANY PERMANENT EMPLOYEES WE HAVE 4 WHO’S THE BOSS Arye Kellman OUR BUSINESS IN 140 CHARACTERS We are influence architects. We create magnetic branded content and amplify it like wildfire. We are the unfair advantage.

OUR KEY MOMENT IN THE PAST 12 MONTHS IN 50 WORDS Our amazing first 100 days (during which we won four blue chip clients)!

SO YOU LIKE US, THIS IS HOW YOU GET IN TOUCH WITH US +27 (0) 84 581 5479 hello@tilt.co.za www.tilt.co.za @TheTiltEffect @TheTiltEffect @TheTiltEffect

114 - AdFocus 2017

Jason Levin and Arye Kellman, Co-Founders of TILT

A whirlwind six months ago, Arye Kellman and Jason Levin teamed up to open TILT Influence Architects – an agency founded and based on the principles of influencer and social marketing.

The success of the start-up is a true testament to how bringing a fresh and different approach amid a sea of clutter and sameness really can pay off.

Kellman points out that perhaps because they have been in the thick of things, he and Levin have not always been fully conscious of the rapid growth that has taken place within the agency.

He adds that it has been a huge privilege to work on brands the likes of Estée Lauder, Kellogg’s, Pringles, Virgin Atlantic and Times Media Films, with influencer-driven campaigns that have been groundbreaking in nature. “For instance, the photo essay we did for the launch of the IT movie was a first, and Estée Lauder chose us based on our ‘agile, mobile first production capability,” he says.

One may wonder at the success that TILT has experienced, given that the economy is tough and the market is somewhat depressed. “There is no such thing as a depressed climate,” Kellman argues. “If you are able to show real ROI to clients and collaborate with the brand to show that what you’re

doing is actually influencing audiences, clients will take a chance on you. Moreover, through digital, clients can see exactly who, when and how consumers respond to their brands.”

While the fundamentals of marketing prevail, Kellman believes that, as far as content creation goes, optimisation for mobile is one of the key trends to come through in 2017 and beyond.

Mobile first strategies are becoming increasingly vital and agencies need to start thinking about how a campaign will translate onto the screen of a phone before they think of anything else. “It’s about going where the people are, and people are on their phones,” he insists.

Culture is key to making TILT what it is, as is the creation of content that drives brands forward and engages consumers in the right ways.

TILT is to clients what Google Maps was to map books, says Kellman. “Before Google Maps, you pretty much had to take the route that your map book showed you. Google Maps changed that by showing a host of different ways to get to the same place. That’s essentially what we’re doing, showing clients that there are different – and better – ways of getting their brands to where they need to be, not just the route they’ve always used to reach the

same outcome,” he says.

Perhaps one of TILT’s strongest selling points, says Levin, is its ability to work quickly – it’s not unusual for the agency to deliver a project in under 10 days. Large, lumbering agencies simply can’t deliver work as quickly, or cost effectively,” he says. “But it’s also not just whacking out a banner ad, poster or piece of ‘brand propaganda’; creativity is key, but so is authenticity.” And as much as the word is thrown around of late, Levin maintains brands today are looking for objective communication – “almost the antithesis of classical marketing”.

As such, making use of a third party to tell a story does make for more authentic brand communication. It’s about getting the audience to tell the story – which is the very essence of influencer marketing.

In the next 12 months, says Levin, TILT will be working on global and local projects making it both a global and local agency, producing work that continues to drive an audience response for brands, but also other non-commercial entities.

Corporate Profile

The Odd Number WE GO BY THE NAME OF The Odd Number (Pty) Ltd OUR CORE SPECIALITY IS Through-the-line Advertising OUR BIG PIECE OF WORK IN THE PAST 12 MONTHS Brand South Africa – Constitution Campaign | Heineken SA – Miller Genuine Draft and Sol Beer Campaigns OUR BIG CLIENTS BBC Worldwide | FNB | Heineken SA | Brand South Africa |

Caption goes here in 7.5pt type

OUR OLDEST ACCOUNTS BBC Worldwide | FNB | Brand South Africa

In this market, agencies need to be future fit and risk ready, says Xola Nouse, MD at The Odd Number. As a newly established player, the agency has used this approach with much success, reaching its first and second year targets, and is well on track to surpass its third year target.

The new business market has been tough, admits Nouse, adding that the agency has grown its relationships, and book of business with existing clients. He says advertising agencies are operating in an environment dictated by global conditions, which has placed strain not only on clients’ budgets, but also on small and emerging agencies.

In this climate, it pays to be flexible. Some agencies have had to change their operating models by necessity to remain profitable and sustainable, as well as relevant to clients and consumers, says Nouse.

Profit margins are strained and this has changed the creative industry in a number of ways. In the first place, reveals Nouse, budgets are smaller which has forced agencies to become agile and tactical in order to communicate with consumers in a way that is appealing.

Another change has been that clients are splitting an account across the agency spectrum – a shift in the mindset that big accounts must go to big agencies, as they would be the only ones who could manage the output. It’s meant that legacy agencies now have to compete with smaller,

ACCOUNTS WE’VE WON OVER THE PAST 12 MONTHS Heineken SA – Miller Account and Sol Account, Aspen Pharmacare – Borstol Account ACCOUNTS WE’VE LOST OVER THE PAST 12 MONTHS None WHO OWNS US Nobody. We’re an independent 100% black-owned and managed advertising agency.

OUR BEE RATING Level 1 OUR REVENUE BAND R15m – R20m THIS IS HOW MANY PERMANENT EMPLOYEES WE HAVE 20 WHO’S THE BOSS Xola Nouse (MD) and Sibusiso Sitole (Executive Creative Director) OUR BUSINESS IN 140 CHARACTERS We’re an independent 100% black-owned and managed through-the-line agency that uses powerful, nuanced mass market insight to connect brands to people.

OUR KEY MOMENT IN THE PAST 12 MONTHS IN 50 WORDS Winning a Gold and Bronze Loerie for BBC Worldwide in 2016, a Gold Pendoring as well as the coveted Umpheta Award for BBC also in 2016.

A Gold and Silver Loerie for Brand South Africa in 2017, as well as two Radio Craft Awards for Performance for BBC Worldwide and Brand South Africa.

SO YOU LIKE US, THIS IS HOW YOU GET IN TOUCH WITH US +27 (0) 11 566 6840 info@theoddnumber.co.za www.theoddnumber.co.za @OddNumber /TheOddNumber theoddnumber

more entrepreneurial agencies whose work is sharp and innovative, delivered with shorter turnaround times.

Thirdly, lead times for ideation and implementation of work has required on-trend understanding of market shifts that influence consumer behaviour from agency side. Moreover, clients rely on their agencies to be agile, providing proactive responses to opportunities, which makes the agency accountable for staying ahead of shifts and trends.

Managing these changes is best done through the establishment of strong agency client relationships.

“It’s about open, honest relationships and clear networks of communication so that expectations can be managed and so that all parties benefit,” says Nouse.

Adapting to these changes is key, and an important aspect of this is around scenario planning, Nouse reveals. He explains that there is a consistency in the patterns and trends emerging at the moment, which makes it possible to predict what the agency landscape will look like in a few years’ time. There are an increasing number of factors which have influenced how doing business has changed, including the economic slowdown, the abundance of communication platforms, not to mention innovation in technologies. These factors, too, have increased the need for solid, sustainable and mutually beneficial agency/client relationships.

Despite the challenges in the industry, The Odd Number is primed for success. Creatively, the agency has been well awarded over the three years since opening shop. In 2016, it won a Gold and Bronze Loerie for BBC Worldwide and a Gold Pendoring as well as the Umpheta Award, also for BBC. They brought home a Gold and Silver Loerie for Brand South Africa this year and two Radio Craft Awards for BBC Worldwide and Brand South Africa.

MarkLives has recognised the agency as one to watch in 2017.

Nouse says they’re working hard to maintain this positioning, as well as to attract, nurture and maintain the best talent in the industry.

Nouse predicts a busy 12 months ahead at the agency. “We plan to maintain our position as the leading black-owned and managed agency in South Africa; we also have our eyes on some international award wins as well as growing our clients’ businesses.

Keeping the winning culture the agency has established – where both our staff and our clients come first - will be fundamental to our continued success,” Nouse concludes.

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Corporate Profile Wunderman SSA WE GO BY THE NAME OF Wunderman SSA OUR CORE SPECIALITY IS Digital and Direct Marketing OUR BIG PIECE OF WORK IN THE PAST 12 MONTHS ShowMax integrated campaign OUR BIG CLIENTS ABI Coca-Cola Ford Microsoft Mondalez Playstation Shell Standard Bank VS Gaming OUR OLDEST ACCOUNT Ford

Our Story

ACCOUNTS WE’VE WON OVER THE PAST 12 MONTHS Mondalez Playstation VS Gaming ACCOUNTS WE’VE LOST OVER THE PAST 12 MONTHS Absa DStv MTN ShowMax WHO OWNS US WPP OUR BEE RATING Level 4

Giving Back

SO YOU LIKE US, THIS IS HOW YOU GET IN TOUCH WITH US Tel: +27 (011) 750 7300 Email: paul.manson@wunderman.com Website: wunderman.com Twitter: @WundermanSA Facebook: WundermanSA THIS IS HOW MANY PERMANENT EMPLOYEES WE HAVE 400+ WHO’S THE BOSS Mr. Haydn G Townsend OUR BUSINESS IN 140 CHARACTERS We are a global digital agency headquartered in New York, we have 9,200 creatives, data scientists, strategists and technologists in 200 offices in 70 markets.

OUR KEY MOMENT IN THE PAST 12 MONTHS IN 50 WORDS Integrating all our company brands (Aqua, Base 2, Cerebra, Applogix, Wunderman Marketing) into one, single agency – Wunderman SSA.

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Careers

Work

Academy

Visit Us

Awards

Network

Contact

A FULL-SERVICE DIGITAL AGENCY. Creatively driven. Data inspired.

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BRAND PROFILES 118 - AdFocus 2017

Ackermans Discovery Vodacom

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Advertorial

The changing world of Marketing in retail ACKERMANS turned 100 years old Additionally the importance of in 2016 and today has over 650 engaging customers in an ongoing stores throughout Africa. The world relationship has brought new of retail Marketing has changed requirements in corporate significantly over the past few years communication and digital media, and Ackermans had to evolve and all of which has to be fueled by a grow to adapt to these changes. deeper understanding of customer “Our aggressive insights. footprint expansion All of this work strategy, together with the could not be done in ever-changing world of isolation. media and customer ACKERMANS has behaviour, has changed partnered with 99c in the structure of our Cape Town, as a department dramatically creative partner. in recent years,” explains “Our approach to Ephraim Mamabolo, retail in putting the Marketing Director for client’s need first Ackermans. rather than our own “Five years ago, creative awards - is customers were not using Ephraim Mamabolo, what has allowed us apps nor were Marketing Marketing Director at to better serve clients teams integrating like value retailer, ACKERMANS campaign messages in a ACKERMANS over the 360 degree media space as they past six years,” explains Andrew are today. The rise of digital and the Brand, MD and Founder of 99c. importance of data have drastically There’s a certain nobility and shifted the way in which we brutal honesty about retail. The structure work-streams,” continues magical combination of finding new Mamabolo. and exciting ways of getting people Our business, previously solely to buy more of something; to focused on communicating change a shopping pattern; to Clothing, Footwear and Home consider something new; to (CFH) messages to the customers, remember why they trust who they had to cater for customers’ needs. do. There’s no room for fluffy Today, we now include general adjective-driven nonsense and once merchandise, cellular and financial a campaign breaks there’s nowhere services. to hide. It gives instant feedback

Understanding how people and it urges you to try harder consume media differently today is tomorrow, or sweat for something one of the biggest challenges. What you didn’t see yesterday,” continues I am 100% certain of, though, is that Brand. the moment you think you We have always believed in an understand it fully you’ve started integrated agency model, which is drinking your own Cool-Aid, why we have ATL, BTL, Digital, because it changes Design, PR, FA & DTP while you sleep!” and Media all together Marketing in the under one roof and, in retail space is tough, many instances, all hard work. It can seem working together. It overwhelming at times. works because But it’s incredibly communication is rewarding doing work tighter, objectives are that changes shopping aligned, and we are behaviour; that helps able to put people in the brand achieve place to bridge record sales; that potential gaps.” delivers surprises. It’s Digital advancement the ultimate blend of has also resulted in the Andrew Brand, MD and Founder of 99c science and magic.” ability to be much ACKERMANS is a faster to market, which leading South African means as an agency value retailer and stockist of we need to evolve our content, affordable family clothing, footwear, publishing and production general merchandise, cellular and capabilities to meet those needs. value added services.

Needless to say, the briefing process across the board has become incredibly intricate and the Call the Customer Care line on processes required to take 0860 900 100 or campaigns to market across all (International) +27 (0) 21 928 1040 or media are exponentially more visit www.ackermans.co.za for any queries. complex than even five years ago.”

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Proud supporter We are proud of our partnership with Chad le Clos and Wayde van Niekerk, Olympic champions and Vitality ambassadors. Our core purpose is to make people healthier and enhance

Wayde van Niekerk Olympic champion & Vitality ambassador

www.discovery.co.za

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@Discovery_SA

of excellence and protect their lives. Therefore, we strive for excellence in all our partnerships, which enables us to consistently provide our clients with the best products, services and support.

Chad le Clos

discoverysouthafrica

youtube/DiscoverySA

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MetropolitanRepublic/20630

Olympic champion & Vitality ambassador

OUR BRAND IN A TWEET Vodacom is a leading African mobile communications company providing a wide range of communication services, including mobile voice, messaging, Data and converged services to over 61 million customers.

OUR KEY OFFERING SA’s First and Best 4G Network* with communications services.

OUR CORE CUSTOMERS Prepaid, Contract and Top Up customers.

OUR PREFERRED MARKETING MEDIUMS TV, radio, out of home and digital.

OUR BRAND STEWARD Veli Mabena, Executive Head of Department, Brand and Communications.

WHO OWNS US Vodafone Investments: 65% OUR BIGGEST BRAG IN THE PAST 12 MONTHS Our Play Every Day Summer 2016 campaign had an amazing impact in the market, resulting in over half a billion plays on the My Vodacom App and over 5 million social engagements.

The Play Every Day TV commercial was also voted SA’s most liked commercial of Q4 and most liked local commercial of 2016 by Millward Brown. In 2017, the Sunday Times Top Brand Awards awarded Vodacom with three of the Grand Prix awards in the business sector, coming first as SA’s favourite brand, as well as winning the Green award for the brand perceived to be the most ecologically friendly, and the Community Upliftment award.

OUR KEY AGENCY PARTNERS Ogilvy & Mather, MEC, Cerebra Communications, The Creative Counsel and Brand Union.

ENGAGE WITH US +27 (0) 11 653 6898 customercare@vodacom.co.za www.vodacom.co.za @Vodacom facebook.com/Vodacom

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A brand with a purpose he way that technology helps us connect is evolving, and it makes the future very exciting, yet unknown.

Vodacom invites its customers wherever they are and in whatever pace they prefer, to fully benefit from the new and exciting technologies.

The business is wholeheartedly committed to connecting everybody to live a better today and build a better tomorrow.

T

South Africa is at a critical juncture and what it needs is a big push and a hands-on approach in terms of addressing the country’s triple challenges of poverty, inequality and unemployment. As a brand led by purpose, Vodacom continues to understand the practical meaning and importance of this.

Brand purpose is a strategic concept which provides a meaningful reason for a brand to exist beyond its bottom line. Key to Vodacom’s success, and the reason it won top honours at the 2017 Sunday Times Top Brands Awards as SA’s overall favourite brand, is due to its commitment to provide a better future.

This purpose-led brand ethos also saw SA’s Best Network win the Green award for the brand perceived to be the most ecologically friendly, and the Community Upliftment award.

At the cornerstone of a better future, is social transformation. As an active corporate citizen, Vodacom is one of the pioneers of such transformation through ICT. In the past 18 years, the company has spent over a billion rand to transform the lives of people through the Vodacom Foundation. Vodacom is a Level 2 B-BBEE contributor and, as such, for the 2015/2016 financial year, has invested R28 billion with B-BBEE suppliers of which R2.8 billion was spent on black-owned small, medium and micro enterprises (SMME), R7.2 billion to greater 51% black-owned suppliers and R5 billion to greater 30% black-owned women suppliers.

Vodacom invested R841 million on developing SMME ICT businesses and a further R218 million on community investment. Internally, it invested R165 million in the continuous skills development of its employees, of which R114 million was invested in its black employees, with R59 million spent on black female employees.

For over 16 years, Vodacom has contributed to societal development.

It has partnered with reputable organisations since 1999 to donate over R800 million towards various programmes. This purpose-led brand is committed to using the resources at its disposal to improve access to education, health and safety.

Vodacom has provided 1615 schools with Internet and equipment, with the vision of ‘making the impossible, possible’. In collaboration with the Sabi Sand Pfunanani Trust, Vodacom has also assisted in donating sanitary products. This has helped the ‘7 million girls that miss a week of school a month’ to achieve better school results.

From a safety aspect, Vodacom is fighting violence against women, with a dedicated 24-hour call centre, providing support and counselling to victims. Memeza, a community based crime prevention initiative, has also been introduced. This panic button has succeeded in empowering women by giving them a voice in times of emergency. An additional R1 billion has been spent on transforming lives with a hand-up, instead of a hand-out.

Brand purpose is a strategic concept which provides a more meaningful reason for a brand to exist beyond its bottom line.

Vodacom has partnered with the Smile Foundation, a non-governmental organisation with a health care dream for children living with facial conditions. With help from the country’s Academic Hospitals, the Foundation works to put the smile back onto children’s faces with corrective facial reconstructive surgery and treatments. A custom-built mobile application has also succeeded in improving access to essential medicines and health care.

Looking forward, Vodacom has set goals and targets which will continue to stimulate action over the next 15 years in areas of importance for the future of the country.

While Vodacom is pleased with its progress, it believes ‘more must and will be done’. Brands driven by a greater purpose will ensure a brighter future where the fruits of our country are shared by all. www.vodacom.co.za

Brands driven by a greater purpose, will ensure a brighter future where the fruits of our country are shared by all.

The future is exciting.

Ready?

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CASE STUDY

Vodacom Absa JSE

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Case Study Agency: Ogilvy & Mather Johannesburg Brand: Vodacom Format: TVC, OOH, Radio, Activation, Digital, PR Our project partners: Ogilvy & Mather, MEC, Cerebra Communications, The Creative Counsel, Open Field, DNA Brand Architects and Brand Union

Vodacom’s 2016 Summer campaign dialed up happiness and fun in every way by encouraging South Africans to Play Every Day on SA’s Best 4G Network* and win exciting prizes through an innovative game that lived inside the MyVodacom App. The Play Every Day game gave Vodacom customers a free play every day and the chance to win their share in tons of awesome daily prizes. The insight being that, we work hard all year round and summer is our opportunity to reward ourselves and let out our playful sides.

Vodacom wanted to show South Africa that it’s fun and easy to Play Every Day during summer, and that absolutely anyone can do it. Who better to embody this than a group of lovable, tech-savvy grannies on a classic South African summer road trip?

The Play Every Day campaign launched with a TV commercial that told the charming story of a gaggle of grannies on a road trip in order to surprise an old friend for her 70th birthday. Everything is going amazingly, until one of the grannies realises that she has forgotten the birthday gift at home.

They are way too far along to turn back, but luckily one of the other grannies remembers the Play Every Day promotion. Vodacom comes to the rescue, as the grannies use their free play on the App and win a brand new tablet.

The grannies finish the last leg of the journey and give the prize to their dear friend, wrapped in a beautiful red ribbon. Together, everyone enjoys a quintessentially South African summer party by the beach, with family and friends from all walks of life.

When the grannies weren’t catching road trip rays in the TV

spot, they were owning the airwaves - driving their now iconic drop-top convertible while driving online engagement.

Sharing their real life adventures on a live radio road show that synced to social media; and taking over the Vodacom Instagram channel and becoming known as Vodacom’s ‘Instagrannies’.

From zimmer-frame GPS navigation to wild water aerobics

and virtual skydiving, the Instagrannies not only showcased the App and its amazing prizes, but showed South Africa that everybody can play every day and win.

The Result: The Vodacom Play Every Day campaign had an amazing impact in the market; resulting in over half a billion plays on the

MyVodacom App and over 5 million social engagements. The Play Every Day TV commercial was also voted SA’s most liked commercial of Q4 2016 and most liked local commercial of the whole of 2016 by Millward Brown.

Here’s to many more years of making proudly South African communication that delights and unites the country.

The future is exciting.

Ready?

CASE STUDY CAMPAIGN: RISING EAGLES

Strategic Platform As a brand, Absa intimately understands that when graduates leave university, the only real currency they possess are their ideas. Equally, Absa also recognises that the millenials are driven by a desire to effect real change – and change is effected through ideas.

These insights informed our campaign’s strategic platform: ‘We don’t just bank on people and their ideas, we also invest in making them happen’.

And this led us to our campaign concept:

Your Ideas Don’t Matter Until Made.

THE PREMISE

THE THINKING

The world of banking is forever changing. New technological innovations are constantly emerging, changing the way banks do business and interact with their clients. To keep ahead, banks must continually bring in the best talent and resources.

Target Audience

The Rising Eagles Graduate Programme is one of the HIIHFWLYH ZD\V LQ ZKLFK ZH HQVXUH WKH FRQWLQXDO Á RZ of high calibre, talented minds into the bank.

As the traditional aspects of banking give way to new innovations, fast and convenient digital banking LV EHFRPLQJ WKH QRUP %DQNV DQG RWKHU À QDQFLDO institutions need to keep up with the latest technologies or risk being left behind.

Creating new digital innovations is a process that begins with the recruitment of the right people.

But in a world where talent is scarce and hard to come by, how does a bank compete for top talent with world-renowned brands both locally and abroad?

With this in mind, we shifted our graduate recruitment to focus on scarce and critical resources amongst the following three core niche groups:

This was our challenge ï WR FUHDWH D FDPSDLJQ WKDW would attract the best talent and make Absa Rising Eagles 2018 the graduate programme of choice.

• The tech-savvy • The analytics specialists • The customer-facing crew

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THE EXECUTION Our target audience is by no means traditional in their outlook, they are pioneers, early adopters, creators and at ease with technology. To reach our target audience we had to connect with them in their world and ensure we spoke their language.

So we shifted our focus from traditional oncampus campaigns to the online and digital realms. We tactically placed provocative banners on digital sites and social media that they frequent, linking to our mobisite.

Creative elements were given an innovative and futuristic feel, with messages crafted to speak to the relevant target audiences.

Our target audience are tech-savvy and they love a challenge. As a bank we had to show we were in tune with their mindset, so we set out to actively engage them. We crafted challenges which would resonate with each target audience. They’d be prompted to solve the challenges embedded in the posters and mobisite banners.

The answer to all three challenges was a telephone number, which they needed to call to determine whether they had cracked the code. If correct, they would receive a credit towards their application.

In order to drive home our big idea in an entertaining and thought-provoking way, we created humourous online video content.

The video campaign – ‘Facebook was my idea’ and ‘Thindi Dating App’ – humourously conveyed a human truth that no matter how great an idea is, it doesn’t matter until it’s made.

We then set about bringing the concept to life in an experiential way.

We hosted exclusive experiences for select students from Cape Town, Pretoria and Johannesburg.

From the immersive tunnel experience where our target audience was welcomed and briefed via surrounding 3D digital screens; to working out real-life banking challenges in small teams; presenting their winning ideas; to taking in the inspiring and riveting talk by our guest speaker, 0DUN 6KDP ï RXU WDUJHW DXGLHQFH ZDV JLYHQ D UHDO taste of what it’s like to be a part of the Rising Eagles Graduate Programme.

THE IMPACT The 2017 Rising Eagles campaign massively exceeded all KPIs. • Unique Users totalled over 177 000 in less than seven months, more than double the previous campaign on the same media budget • We received 10 525 valid applications • Within seven days, the campaign registered engagements that had previously taken 6 months to achieve • Video performance was excellent – over 58% of the viewers watched the full video • 62% of the viewers who watched more than 58% of the video were from African countries • Over 45% of users who clicked “apply now” were female, a key target for Absa • The average positions required per African country was 2.7 applicants, the campaign delivered a per country average of 188.4 applicants (a 6 900% over supply of candidates) • Quality of applicants far exceeded that of the previous year

THE EFFECT Overall, we received a record number of quality applications across all three groups. While the campaign laid a strong platform for recruiting the best talent going forward, it also entrenched Absa as one of the preferred employers for graduates entering the job market.

So what did our target audience think of the campaign? coovadiaa @Whoisluqmaancollins, this is the best Absa ad ever 3w

2 likes

Reply

Ondina Pires @OndinaPires Now this is fostering innovation @Absa #risingeagles what an incredible initiative!!! https://t.co/NDy5m4qoK7 4w

6 likes

Reply

le petot prince @Daunsh Had the pleasure of listening to @MarkSham speak at the #risingeagles ideas don’t matter until made campaign and wow!!!

3w

3 likes

Reply

So you have a great idea on artificial intelligence that assesses risk on social media, but your ideas don’t matter…

Until you’re part of our graduate programme geared towards making your ideas come to life.

You bring us your thirst for innovation.

We’ll give you an opportunity to share ideas with our tech gurus, including Yasaman Hadjibashi our Data and Product Alchemist.

Your ideas don’t matter until made. #RISINGEAGLES Graduate Programme Apply at risingeagles.mobi Dare to be great. Prosper.

AdFocus 2017 - 127

Case Study

Agency: Ebony+Ivory Brand: JSE Format: Integrated Marketing Campaign

“Imagine the potential that access to over R10-trillion in capital can unlock.”

It is with this opening frame that the latest “Make the List” campaign from the JSE (Johannesburg Stock Exchange) seeks to rally those who seek to raise capital in Africa.

Over the past few years the largest stock exchange on the continent transitioned from a functional Business-to-Business (B2B) approach, to creating integrated transformative engagements. The campaign made a bold statement of who the JSE is and articulated its aspirations. It drove an authentic message of growth through partnerships, which in turn inspires a prosperous African future.

The context in which this emotionally-centred direction was born, was simply that the JSE is a partner in enabling growth, acknowledging that nothing is as certain as change and that leading the economy forward requires a bold leap from everyone. With current and looming economic challenges, market uncertainty and new business challenges, it was time for a campaign that not only encouraged new listings but simultaneously made the JSE brand more accessible.

The strategic challenge was to craft a campaign that

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communicated the benefits of listing and communicated what the 130 years of growth enabled, while connecting emotionally with both prospective market entrants, as well as existing JSE clients. The premise on which the strategy was based is that listing on the JSE unlocks a world of opportunities.

“Africa’s journey has been ours, evolving business into global giants.”

The JSE strategic and creative team was tasked with evolving the JSE marketing solution from a direct B2B approach to one that appealed to a much broader stakeholder base. As indicated above, underlying the marketing solution was a focus on partnerships for growth, the essence of which was to move the JSE brand from a transactional assertion to a transformational leader.

This is an evolution that comes naturally to the JSE. Historically it has grown and changed and re-invented itself many times since its inception on 8 November 1887 in a canvas tent

in the mining town of Johannesburg.

Just three years later the JSE had outgrown its brick and mortar premises as it literally spilled over into the street and traded “between the chains” of Market Square and Commissioner Street.

The JSE evolved from traditional floor based trading to the fully electronic securities exchange we know today.

The “Make the List” theme of List - Grow - Lead evolved out of the JSE positioning, Driven for Your Growth.

The concept embodies a promise that the JSE has lived up to. Listing on the JSE opens access

to deep pools of capital, which in turn unlocks growth.

The vibrant partnership between the JSE and its stakeholders is the basis for the compelling story that unfolds in an emotionally charged way.

“Now imagine partnering with Africa’s largest exchange, the legacy you could build.”

The JSE is the premier stock exchange in Africa. With over R10-trillion in capital raised to date through its trading platforms, and ranking in the top 20 global

exchanges in terms of market capitalisation, the JSE needed a larger canvas to tell its story.

Television was the chosen medium as it rendered the campaign a rich narrative platform through which to connect with people. The medium of TV gave rise to numerous creative executions across online and social media, which strengthened value derived through the TVC creative.

Radio provided the campaign with a powerful verbally-led platform through which to share the possiblity of driving industry growth and thereby, leading the economy forward. Digital and social media featured in the media selection, as well as Out Of Home (OOH), which was used to convey the correlation between listing, growth and leading industry.

A direct industry engagement tactic was incorporated in the channel mix, with the JSE Magazine being creatively leveraged for personalised communication to decision makers for potential listings.

The creative execution for these elements included proof points of industry growth that has been seeded and driven through JSE listing.

“Your growth building the future of our economy; because when You List, You Grow, You Lead.”

Listings on the JSE continue at a brisk pace, supported by the launch of new financial products by the exchange.

For 130 years the growth enabled through the successful

listings of companies on the JSE has proven, time and time again, the positive impact that a listing can have, not only on a company’s growth but on the economy.

The drive behind the “Make the List” campaign – to list, grow and lead - highlights the enticing

benefits of the JSE brand, motivating new and dynamic companies to stop and consider listing on the exchange. Not only has the JSE brand revitalised itself, it is also dedicated to re-igniting the desire for local and international companies to invest

in the marketplace.

The JSE’s promise, as shared with stakeholders and investors through this campaign, is one that it aims to live by and deliver on for a South African growth story that leads the economy forward.

List. Grow. Lead.

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THAT’S IT, FOLKS

TRANSFORMATION? WHO CARES? Humpty Trumpty has the right idea Sir Marvin Bovril — chairman, CEO, COO, CFO and CIO of PPW, the world’s greatest communications company, writes exclusively for AdFiscus (money is never far from his mind)

O

nce again those cheeky rascals who edit this thing — Davey Furcoat and Jimmy Mucks — have asked me to pen a few words, this time on transformation in the advertising business. The challenge, squeaked the pompous younger one with a hairline receding in direct proportion to his increasing girth, was for me to look at representative inclusivity and how multicultural and multilingual diversity can enrich the offering of an advertising agency to the benefit of brand growth and consumer penetration.

What is he talking about? There’s a candidate for a voluntary tracheotomy if ever I met one. I thought journalism was about crisp thinking and sparely written ideas. If he was working for me, I’d take him down to the car park and slap some sense into him.

My view on inclusivity — and it’s the only one worth listening to — is that it must include me and make me extremely rich. So let me rather share a few ideas on my best friend, brother-in-arms, hero and mentor: The Donald, or Mighty Leader.

Here’s a man who understands the power of a brand. His own. And how to leverage it to maximum advantage. We first met some years ago when he was bidding to buy Manhattan island and turn it into a giant theme-park fenced off from the rest of America. The idea was that New Yorkers would get on with their self-important but irrelevant lives while people the other side of glass screens would watch and even feed them with bagels and overpriced, organic deli-meats.

He had found funding from a well-connected Indian family which I believe has purchased your country at a fine discount and he was looking for an ad agency to market the idea. Sadly the idea tanked – one city official couldn’t be bribed — but we have remained close. When my wife hit me with a

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divorce settlement the size of Canada’s GDP, he offered to help.

His solution was to let me wager my year-end bonus at one of his casino tables in Atlantic City while the croupier turned the other way and the little ball landed on my prechosen number. For some reason, my ethics subcommittee turned down the idea and I ended up selling the super-yacht to make the first downpayment to the infernal woman. I later learnt Donald had been the mystery buyer at the end of a golden telephone. Cheeky fella. Later, one of my ad agencies convinced him to be brand ambassador for a new hair product, Hair Uniting & Moulding Preparation, or Hump. We saw off a lot of complaints to American advertising standards people because of the brand message, “Trump Likes Hump”. Later he offered to buy the regulatory body and turn it into a reality TV show. Again ad-land said no. I told him I admired his commitment, spirit and devil-may-care attitude and I recall him saying “Marv, you funny short little British man, you get me.

When I become president one day I want you to be my secretary of advertising.” I’m still waiting for the call.

By the way, a company in Eastern Europe is still trying to offload 5m bottles of Hump. It

works well on people who are unstable, unmanageable and uncontrollable. Their hair, that is.

You might have heard rumours that my advertising conglomerate played a role in The Donald’s election campaign. Let me confirm exclusively for AdFiscus readers that this is true. We at PPW masterminded his win over that dreadful woman and her reprobate husband.

How? Was it slogans like “Lock her Up” and “Drain the Swamp”? Maybe a little. But what we really did was use a new advertising discipline we’re pioneering here in Blighty. It’s called hypno-marketing. If you look back at all the campaign rally footage, you’ll see a tiny man on Trump’s left swinging a gold bauble on a chain. As our candidate built up to his unintelligible verbal crescendo, his supporters — or “deplorables” — were put into a trance with the single purpose of voting for our man.

A triumph for new-age marketing.

You’ll be thrilled to hear that one of your political parties, whicht votes for a new leader in December, has bought our proprietary technology! PS — say hello to the Kleptos for me. Sorry, I mean Guptas.

Sir Martin Bovril

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