The Media Magazine l Agency Issue 2024

- WORTH R600BN, BUT 60+ MARKET IS IGNORED - CRACKING THE GEN Z CODE - BOOMERS GO SOCIAL

DEIRDRE KING IS RADIO NOT SEXY ENOUGH FOR AGENCIES?

Deirdre King, Jacaranda FM

ON THE RECORD...

Iwrite this note after watching President Cyril Ramaphosa being inaugurated for a second term. All the stress, uncertainty and tension of the past year, leading up to this pivotal moment, dissipated under the clear blue Gauteng skies. South Africa wanted change, and we got it. We know there’s a hard road ahead; that a Government of National Unity will have periods when it is anything but unified.

Nevertheless, there is a sense of optimism about, albeit tempered with our experience of how things can go so wrong, so fast, in our beautiful country. Perhaps optimism is misplaced when it comes to print newspapers. The news that Media24 is making its stable of newspapers – including City Press, the Daily Sun and Soccer Laduma – digital-first publications, was shocking – but perhaps not entirely unexpected. Hiving off its community newspapers and On the Dot logistics service to Novus Holdings surely indicates the intent to concentrate on digital properties.

The news business is undergoing major upheavals, what with artificial intelligence, declines in readership, the development of a new cohort of readers and how they like to get their news… and that’s besides the obvious impact of Google, Facebook, TikTok and X.

Then, of course, there’s the tricky issue of news avoidance.

Still, recent reports from the World Association of News Publishers’ World News Congress are cautiously optimistic. The sessions with Generation Z, who presented the Copenhagen Criteria, made it clear they want their news to be: Educational, Empowering, G-local (local connected to global), Human, Impactful, Objective and Timely.

Important values to remember if we want to cultivate a new generation of readers.

Meanwhile, as all of this was going on, South Africa’s agencies were getting on with the job of advertising, and the business of media. In this issue, we’ve tackled some of the issues facing agencies, while also looking at solutions.

From AI product placement in video, to the ethics of AI models (and Dove’s response to that) to what future agencies could look like… our contributors have generously shared their thoughts, insights and opinions in an effort to take a well-rounded look at the sector.

As always, thank you to all of you.

The Media. Got to love it.

Glenda

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EDITORIAL

Editor: Glenda Nevill glenda.nevill@cybersmart.co.za

Content Manager: Raina Julies rainaj@picasso.co.za

Sub-Editor: Lucinda Jordaan

Content Co-ordinator: Natasha Maneveldt

Contributors: Liat Ben-Zur, Amy Daley, Sizwe Dlamini, Megan du Toit, Kerryn Greenleaf, Marilyn Hallett, Stephanie Harlow, Cheryl Ingram, Ezelna Jones, Dan Levy, Anesu Malisa, Petra Mc Cardle, Johanna McDowell, Anke Nel, Razia Pillay, Marion Scala, Caleb Shepard, Alungile Sixishe, Francesca Sobande, Gil Sperling, Su-Lise Tessendorf-Louw, Cory Treffiletti, Gary Whitaker, Elaine van Wyk, Nicolas van Zyl

DESIGN

Head of Design: Jayne Macé-Ferguson

Project Designer: Anja Hagenbuch

Advert Designer: Bulelwa Sotashe

SALES

Sales Manager: Tarin-Lee Watts twatts@themediaonline.co.za +27 79 504 7729

PRODUCTION

Production Editor: Shamiela Brenner

Advertising Co-ordinator: Johan Labuschagne

MANAGEMENT

General Manager, Magazines: Jocelyne Bayer

Copyright: The Media No portion of this magazine may be reproduced in any form without written consent of the publisher. The publisher is not responsible for unsolicited material. The Media is published by Arena Holdings. The opinions expressed are not necessarily those of Arena Holdings. All advertisements/ advertorials have been paid for and therefore do not carry any endorsement by the publisher.

SOUTH AFRICA’S MEDIA MELTING POT

The interaction between traditional and digital media creates exciting opportunities for South African creatives.

In South Africa, the media landscape is evolving in exciting and sometimes contrasting ways. There’s a sharp rise in the adoption of digital technologies, with many South Africans eagerly exploring the latest in social media and streaming services. Yet, despite this digital boom, a significant part of the population remains anchored in traditional media – television, radio and newspapers. The roots of traditional media run deep in our communities, providing a sense of continuity and reliability that newer platfroms are yet to establish, says Dashni Vilakazi, managing director of the The MediaShop Johannesburg.

This reliance isn’t just out of habit; it’s about trust. In a world where misinformation can spread quickly online, many South Africans find the familiar reliability of traditional media comforting. Arisha Saroop, managing director of The MediaShop Durban, says: “While digital platforms offer immediacy, traditional media offers a legacy of trust. This trust is crucial in a time when information is both a tool and a weapon.”

This preference is also shaped by the ‘digital divide’ – the unequal access to internet services across different parts of the country. For many, traditional media isn’t just preferred; it’s one of the few reliable ways to stay informed and connected. This uneven technological landscape reinforces the importance of traditional media formats, ensuring they remain a crucial part of the information ecosystem.

GOING GLOBAL

But the story doesn’t end with traditional media’s stronghold. The digital world has also propelled South Africa onto the global stage, turning it into a vibrant hub of cultural exports. The country’s creative industries, from music to film to fashion, are harnessing both traditional and digital platforms to reach both local and international audiences.

“Digital innovation is not just about adopting new technologies, but about adapting them to amplify our unique voices on the global stage,” says Bonita Bachmann, managing director of The MediaShop

local traditions and modern influences that resonate globally.

While traditional platforms often provide the first platform for local talents to shine, digital media offers a global stage for their talent to be recognised worldwide. This synergy not only enhances cultural exchange, but also boosts the country’s cultural export potential.

A standout example of this cultural dynamism is Amapiano, a genre that combines deep house, jazz and lounge music with local rhythms to create a sound that’s making waves worldwide. Beyond music, South African films and fashion are also gaining international acclaim, showcasing a blend of

In essence, South Africa’s media landscape is a complex yet harmonious mix of the old and the new. This balance allows the country to stay rooted in trusted media practices, while also embracing the possibilities of digital innovation. It’s this combination that helps maintain a robust framework for cultural production and dissemination, ensuring that South Africa both influences, and is influenced by, the global cultural milieu. This strategic interplay between traditional and digital media is shaping the nation’s identity and securing its place on the world stage as a major cultural influencer.

MAINTAINING A LEGACY AND EMBRACING INNOVATION

The MediaShop, with its robust expertise in traditional media and its forward-thinking embrace of digital trends, is exceptionally well positioned to assist businesses in navigating both traditional and digital landscapes. This dual capability enables The MediaShop to not only adapt, but also excel, ensuring businesses can leverage the best of both worlds to achieve their strategic goals in a rapidly evolving media environment. this is sponsored content.

Dashni Vilakazi

Bonita Bachmann

Arisha Saroop

CONTENTS

06 NO WAY BACK

To create loyalty that transcends sales, it is imperative that the industry collectively works towards a trustworthy, dynamic and creative digital world says Razia Pillay.

08 SUBTLE AND ORGANIC

With AI-powered brand placement, advertisers can bypass traditional ad breaks – and achieve prominent visibility within video content, writes Cory Treffiletti.

12 REAL BEAUTY & AI MODELS

Dove’s announcement that it won’t use AI models in advertising, and overall brand positioning, raises more questions than it answers, reports Fracesca Sobande.

16 TURBULENCE AHEAD

Where else is there a melting pot of load shedding, an analogue switch-off and an influx of new digital platforms – off the back of a pandemic? Only in South Africa, writes Gary Whitaker.

20 BOMBASTIC?

FANTASTIC?

Amazon and Temu have arrived – loud and proud … and in Temu’s case, spending massive amounts of money. Ecommerce specialists Cheryl Ingram and Caleb Shepherd, explore the retail media explosion.

23 WAKE UP!

Liat Ben-Zur looks at how and why the role of chief marketing officer is evolving, and what this means for brands and marketers.

24 THE CMO SPACE

South African chief marketing officers explore how they’re adapting to new demands, new channels and new technologies.

26 YOU’VE EARNED IT!

Why do marketers and brands ignore the 60+ market segment? Editor of YEI, Marilyn Hallett, reckons they could be the most valuable generation.

31

ADVANTAGE, AUDIO

When last did you hear a creative radio ad? Mediamark’s SoundGen puts advertisers on notice to step up their game, writes Glenda Nevill.

32 WHITE NOISE

Ads to Generation Z, says Anesu Malisa, are just white noise getting in the way of content they really want to watch. So, how to catch their attention … in eight seconds?

36 GENERATIONAL INFLUENCE

GenZ is determining the way forward, and demanding a shift from traditional marketing funnels, reckons Megan du Toit.

38 BOOM!

Baby boomers are doing more than scrolling and shopping on social media; They’re booming on Instagram and TikTok, says Stephanie Harlow.

40 FROM NY TO SA

AdForum in New York set the scene for deep discussions on the future of media. Johanna McDowell was there to listen in.

41 THE AGENCY MODEL

Are media agencies fit for purpose in the evolving media landscape? We canvassed several agencies for their views.

46 KING OF AUDIO

Deirdre King heads up Jacaranda FM, a hugely successful regional radio station. She has strong views on the audio scene, particularly around talent, and creativity in audio ads, she tells Glenda Nevill.

48 GOLDEN OPPORTUNITIES

Amy Daley believes advertisers and sponsors can go for gold by enhancing the Olympic Games experience for local audiences.

50 EMOJI EVOLUTION

It’s not only what we are using to communicate that is changing, but also how we communicate, writes Marion Scala, who looks into the use of emojis in business communications.

52 ACTIVATE, MOTIVATE

Collaboration is key to future-proofing the media landscape, says Alungile Sixishe, who believes media must prepare for the future offering diverse perspectives and ensuring a skilled workforce.

RECALIBRATE TO MEET NEW IDEALS

Razia Pillay, IAB South Africa CEO, shares the organisation’s future outlook on digital marketing.

We find ourselves at a crucial point in the digital era – the interim years – as we transition towards the future.

Remember when consumers led the way to make services such as Netflix, Uber, MrD, Takealot, TikTok and Google part of their daily lives? This customer of the not-too-distant future will expect more experiential interactions, transparency and ethics, and digital-first solutions from brands.

Landscape change that rose from the post-Covid-19 timeframe. We cannot be evolutionary for the consumers of our world if we do not embrace the changes our consumers lead us towards.This transitionary period - between where we were, pre-pandemic , and where we are going - allows us to stop and recalibrate, to become more proactive, not reactive.

At IAB South Africa, our council and committees are geared to take the longterm approach so that we ask critical questions and tackle serious challenges for each industry vertical. This will allow the organisation to help steer IAB members towards a digital-first space.

NO WAY BACK

There is no way back as, unsurprisingly, consumers are adapting to technology as quickly as it evolves. The interesting shift with this phenomenon is the ability to create more immersive, hybrid experiences where offline meets online, especially in cases such as hybrid commerce (H-Commerce), retail media, and augmented reality and virtual reality (AR/VR), to name a few key concepts shaping the future of marketing.

To create loyalty that transcends sales, it is imperative that the industry collectively works towards a trustworthy, dynamic and creative digital world that provides an experience consumers expect.

To assist the positive transition towards a proactive shift for the industry, IAB South Africa has committed to the following concepts for this year:

• Underpinning 2024’s theme with a focus on generative artificial intelligence (Gen AI), which requires plentiful discussions and forward thinking so that organisations can remain relevant and align with shifts for the industry’s trustworthy supply chain and consumer experiences; and

• Collaborating across industries with brands and companies aligned with IAB’s key theme for 2024.

THIS CUSTOMER OF THE NOT-TOO-DISTANT FUTURE WILL EXPECT MORE EXPERIENTIAL INTERACTIONS, TRANSPARENCY AND ETHICS, AND DIGITAL-FIRST SOLUTIONS FROM BRANDS.

Gen AI is evolving exponentially and what was novel a mere two years ago is becoming commonplace, particularly in the digital media and marketing industry. As the world embraces Gen AI, the industry still has to nurture the necessities for humans to thrive.

NO AI ILLUSIONS

Make no mistake: marketers have no illusions that Gen AI is the be-all and end-all. Instead, the hype created with the release of ChatGPT, quickly followed by myriad other platforms, is wearing off as the reality of Gen AI platforms fabricating facts, manufacturing figures and generating gibberish hits hard.

It is still the job of marketers and digital publishers to be creative and produce compelling work that captures consumers’ attention. If Gen AI is used smartly, we will propel innovative work to even greater heights.

IT IS IMPERATIVE THAT THE INDUSTRY COLLECTIVELY WORKS TOWARDS A TRUSTWORTHY, DYNAMIC AND CREATIVE DIGITAL WORLD

This is why Gen AI is core to IAB South Africa’s focus as the organisation, alongside its members, continues its goal to shape the digital frontier to be ready for the 2030 customer.

As part of its long-term approach, IAB South Africa has launched three new councils and committees – namely AI, digital marketing transformation and media – that aim to unpack and work towards education, measurement and acknowledgement of the broader digital trends that enable growth for agencies, publishers, platforms and specialist companies working in digital media and marketing.

These insights will be shared with IAB members and industry stakeholders through events, discussions and resources.We have further partnered with events and organisations, such as EO Ignite, the Marketing Innovation Summit (IMS), the Nedbank Integrated Marketing Council (IMC) and CTV Ad Africa, amongst others, to allow wider audiences access to its insights.

Razia Pillay

Through these initiatives and the organisation’s premier event, The Bookmark Awards, IAB South Africa is boldly forging ahead to benchmark digital excellence in marketing. As such, the organisation invites everyone involved in the digital media and marketing industry to actively participate in this exciting journey of collectively unpacking and serving the 2030 customer.

For the latest digital media and marketing trends, news and analyses, or to become an IAB South Africa member, visit iabsa.net

Razia Pillay is the Chief Executive Officer of the IAB South Africa with more than 15 years of experience in digital marketing. Having begun her career at Arena Holdings during the height of

the company’s digital transformation journey, where she rose to the position of digital brand manager. Her passion for digital marketing and youth empowerment has also seen her serve as a lecturer and facilitator at Red & Yellow School of Business’s 2U Digital Marketing Unemployed Learnership Programme and on the IAB South Africa’s Transformation Council.

Y-Council’s call to action

The IAB South Africa’s Youth Action Council (Y-Council) has inspired over 250 young media professionals through its Mentor Month project and annual townhall discussion.

This year’s theme, ‘Empowering Voices: Navigating The Content Creator Economy in South Africa’, is designed to empower young creators, while reflecting on the challenges of navigating the complex world of content creation in South Africa.

Luzuko Tena, head of the Youth Action Council, answers a few important questions about marketing the future through youth iniatives.

Why, is it so important for the IAB to create opportunities for under-35s in media?

Young professionals bring fresh perspectives, innovative ideas and a deep understanding of emerging technologies and trends. By empowering this demographic, IAB South Africa ensures the industry’ continuous evolution and relevance. Moreover, fostering diversity and inclusion among young talent addresses historical imbalances and paves the way for a more equitable industry. This enriches the creative landscape and builds a pipeline of future leaders equipped to drive sustainable growth and innovation.

What do Y-Council engagements with peers offer?

Two opportunities in one: the first, is to have a seat at our own table, and work collectively in providing solutions to issues that hinder our growth potential. The second, equally important, is the opportunity to learn and network with industry peers and leaders.

How important is knowledge of youth culture to marketing?

A deep understanding of youth culture guarantees that campaigns resonate authentically with younger audiences, who prioritise genuine engagement. Furthermore, insights derived from youth culture are invaluable for product development, ensuring that offerings align with the dynamic tastes of younger demographics. In essence, grasping the nuances of youth culture is critical for devising effective and progressive marketing approaches.

Should there be more emphasis on understanding youth?

There is always room for deeper insight and emphasis. Youth culture is dynamic and evolves rapidly, influenced by technology, social media and global trends. Agencies that prioritise continuous learning and adapt to these changes engage effectively with young audiences. Investing in research and fostering genuine connections with youth communities can enhance understanding and relevance. This is crucial for agencies aiming to remain influential and effective.

Are young industry graduates receiving the right kind of education?

While graduates often come equipped with theoretical knowledge and some practical skills, there is a growing need for education programmes to incorporate real-world applications more extensively, such as digital analytics, social media strategy and content creation. Also, soft skills like adaptability, creativity and critical thinking are crucial for navigating the complexities of modern marketing landscapes.

How important are ongoing skills development and, of course, on-the-job training?

Critical, in this rapidly evolving field. As digital technologies and consumer behaviours continue to change, professionals must remain competitive and effective. Continuous learning opportunities enable professionals to master new tools and strategies, adapt to market changes and innovate within their roles. This enhances individual performance and drives organisational success. Employers who invest in training and development foster a more knowledgeable, adaptable and motivated workforce, leading to improved job satisfaction and retention. In summary, ongoing professional development is essential for both personal career growth and the vitality of any marketing organisation.

What are you looking for in the Y-Council?

Initiative, a can-do attitude and a hunger to influence and drive positive change within the industry. Although there’s an expectation for us to contribute through knowledge within the Y-Council, it is also a platform for learning, both from one another and the other councils within IAB South Africa.

Luzuko Tena

Iam often asked: “What does an agency need to know about AI”? Most of the time, people are searching for tools to use to make themselves more efficient, but that is only part of the story.

Agencies need to know that AI is a tool which can improve efficiency and increase creativity when used right. As the saying goes, which has widely been adopted, “AI is not going to take your job, but the person who uses AI most certainly will.”

From my point of view, you need to know what’s new, what’s working and most importantly, why you should care. Then you’re informed enough to decide on what to do as an agency that supports brands in any location.

I’d specifically like to focus on AI in video advertising, because there are some significant developments that you can’t afford to ignore. The biggest driver of these advancements is that we are not listening to the clear signal from our viewers – that they skip the ads we show them at an alarming rate.

The rapid advancements in AI technology are reshaping the video advertising landscape, offering new opportunities for brands to connect with their target audiences in more meaningful and effective ways.

FRONT SEAT TO THE AI VIDEO REVOLUTION

With AI-powered brand placement, the growth of shoppable video ads and hyper-targeted audience segmentation is reshaping the video advertising landscape, writes Cory Treffiletti.

WHAT’S NEW THE GROWTH OF SHOPPABLE VIDEO ADS

The rise of connected TV (CTV) has opened a whole new world of possibilities for video advertising. With more consumers shifting their viewing habits to ad-supported content on CTV platforms like Hulu and Roku, brands now have access to a massive and highly engaged audience.

What sets CTV apart is the ability to deliver shoppable video ads that seamlessly blend content and commerce. The idea is not new, but the technology to enable them is.

These interactive ads feature clickable elements, such as links or QR codes, that allow viewers to explore products or add them directly to their cart without interrupting their viewing experience. These elements are dynamically targeted to the audience who sees them. What’s more, these solutions can work across platforms, as more viewers are consuming this content on mobile and connected TVs than they are on a desktop.

This changes the way the audience interacts with the content dramatically.  In the past month alone, major CTV platforms have significantly expanded their shoppable ad formats, introducing game-

AI-powered ad campaigns are instantly integrated

changing features such as in-ad product carousels, and advanced targeting options based on rich viewer data.

AI-POWERED BRAND PLACEMENT IN VIDEO

Picture this: your brand seamlessly integrated into the content people love, without disrupting their viewing experience. That’s the magic of AI-powered brand placement. Innovative solutions like Regenerative Fusion (from Rembrand) enable branded objects, such as logos, products, or even virtual billboards, to be inserted into video content during the post-production process.

This means brands can achieve prominent visibility within the content itself, without the need for traditional ad breaks. These models were expensive or required long lead times in the past, but the emergence and expansion of AI tools allows advertisers to execute these insertions easily and quickly while maintaining a very natural feel to them.

This creates a non-intrusive and immersive advertising experience. This approach offers a win-win-win scenario. Creators can focus on crafting compelling content without worrying about explicit brand integrations that can appear nonauthentic or impede the development of their content.

Advertisers can select the most suitable creators and content that align with their brand values and target audience, even after the content has been produced, and execute campaigns in a shorter window.

Viewers can enjoy their favorite content uninterrupted, while still being exposed to brand messages in a subtle and organic way.

This has proven effective at traditional metrics like awareness and recall as well as in brand favorability by aligning the brands with the content and creators that audiences love.

The power of AI-powered brand placement lies in its ability to generate positive brand associations, drive engagement, and leave a lasting impact on the audience. (Full disclosure: I’m the CMO at Rembrand, a company at

THIS LEVEL OF HYPERTARGETING ENSURES ADS REACH THE PEOPLE WHO ARE MOST LIKELY TO ENGAGE AND CONVERT.

the forefront of this exciting technology. If you’d like to explore how AI-powered brand placement can elevate your video advertising strategy, I’d be delighted to hop on a call and show you more.)

WHAT’S WORKING? HYPER-TARGETED AUDIENCE SEGMENTATION

One of the biggest advantages of AI in video advertising is its ability to analyse vast amounts of data and identify highly specific audience segments. Gone are the days of broad demographic targeting, replaced with a fine-tooth, hand-to-hand combat approach that is enabled by technology.

With AI-powered segmentation, Fortune 1000 brands can now target their ads based on a wide range of parameters, including niche interests, behavioural patterns, purchase history, and even predicted future actions. Plus, they can do so quickly and easily by allowing the algorithms to hypothesise and implement, rather than crunching the data themselves.

By leveraging machine learning algorithms, brands can uncover hidden audience insights and create highly personalised ad experiences that resonate with each individual viewer. This level of hyper-targeting ensures ads reach the people who are most likely to engage and convert, maximising the effectiveness of every advertising dollar spent. AI-powered segmentation also enables brands to adapt their targeting

in real time, based on audience feedback and campaign perfomance –continuously refining their approach to drive better results.

DYNAMIC CREATIVE OPTIMISATION

Crafting the perfect video ad is both an art and a science. Dynamic creative optimisation (DCO) is an AI-powered approach that takes the guesswork out of ad creative by automatically generating and testing multiple variations of a video ad.

DCO has been around in some form for many years, primarily as advanced A/B testing with machine learning alongside it, but we see more generative AI solutions creeping into this arena to generate and place ads based on the audience behaviours more directly.

DCO platforms use machine learning algorithms to analyse various ad elements – such as headlines, visuals, calls-to-action, and even audio – to determine which combinations resonate best with different audience segments. They can even forecast which ads will work better and steer you towards the best combinations.

The AI then continuously optimises the ad delivery, ensuring the best-performing variants are shown to the right people at the right time. This dynamic approach to ad creative has proven to be highly effective in boosting campaign performance, as it allows brands to deliver highly relevant and personalised ad experiences at scale.

WHAT SETS CTV APART IS THE ABILITY TO DELIVER SHOPPABLE VIDEO ADS THAT SEAMLESSLY BLEND CONTENT AND COMMERCE.

With DCO, marketers no longer have to create dozens of individual ads to cater to different audiences. Instead, they can focus on developing a strong creative concept and let the AI handle the optimisation process, saving time and resources while driving better results.

PERFORMANCE PREDICTION

Imagine having a crystal ball that could predict the success of your video ads before they even go live.

Cory Treffiletti

AS CONSUMER EXPECTATIONS CONTINUE TO RISE AND THE VIDEO ADVERTISING LANDSCAPE BECOMES INCREASINGLY CROWDED, RELYING ON TRADITIONAL, MANUAL APPROACHES WILL NO LONGER SUFFICE.

That’s essentially what AI-powered performance prediction tools can do.

By analysing historical campaign data, audience insights, and market trends, these advanced AI models can forecast the potential performance of new video ads with impressive accuracy. This predictive capability allows Fortune 1000 brands to make data-driven decisions and optimise their ad creative, targeting, and budgeting strategies before launching a campaign.

By simulating various scenarios and testing different ad elements, brands can identify potential issues and make proactive adjustments to maximise campaign ROI. Performance prediction also helps brands allocate their advertising budgets more effectively, focusing on the channels and tactics that are most likely to deliver the desired results.

With the power of AI, brands can take the guesswork out of video advertising and make informed decisions that drive measurable business impact.

WHY SHOULD YOU CARE? INCREASED EFFICIENCY AND ROI

In the fast-paced world of video advertising, efficiency is key. AI-powered solutions automate many of the tedious and time-consuming tasks involved in campaign planning, execution, and optimisation.

From audience targeting and ad creative generation, to bid management and performance tracking, AI streamlines the entire video advertising workflow, saving marketers valuable time and resources.

But efficiency isn’t just about doing things faster; it’s also about doing things smarter. AI algorithms continuously learn from campaign data, identifying patterns and insights that humans might overlook. This enables brands to make data-driven decisions and optimise their strategies in realtime, resulting in higher campaign performance and a stronger return on investment.

One more thing: these new models ensure your ad is seen, and not skipped. The signal has long been clear that viewers do not like being interrupted, yet we choose to ignore that signal –to the detriment of our brands.

This must end, by using AI to help eliminate that problem completely. By leveraging AI, brands can achieve more with less, allocating their budgets more effectively and driving meaningful business results.

UNMATCHED PERSONALISATION AT SCALE

In today’s crowded digital landscape, personalisation is no longer a nice-tohave; it’s a must-have. Consumers expect brands to understand their unique needs and preferences, and deliver tailored experiences across every touchpoint. However, achieving true personalisation at scale is a daunting task, especially for brands with massive audiences.

That’s where AI comes in. AI-powered video advertising solutions enable brands to deliver highly customised ad experiences to millions of viewers simultaneously. By analysing vast amounts of data on individual viewer behaviour, preferences, and context, AI algorithms can dynamically adapt ad content, messaging, and targeting to resonate with each viewer on a personal level.

This level of granular personalisation not only captures attention but also drives deeper engagement, higher conversion rates, and long-term brand loyalty. With AI, brands can deliver the right message to the right person at the right time, at a scale that would be impossible through manual efforts alone.

THE COMPETITIVE EDGE

The AI revolution in video advertising is no longer a distant future; it’s happening now. As more and more brands recognise the transformative power of AI, adoption rates are skyrocketing. According to recent industry reports, many Fortune

1000 companies are already investing in AI-powered advertising solutions, and those investments are expected to grow exponentially in the coming years. It certainly checks a box in your strategy document, but it also allows you to do more with less.

AI doesn’t replace people, but it does replace responsibilities and mundane tasks, freeing people up to do more. In this rapidly evolving landscape, brands that embrace AI and integrate it into their video advertising strategies gain a significant competitive advantage.

By leveraging AI-powered tools and techniques, these brands can stay ahead of the curve, deliver cutting-edge ad experiences and drive superior campaign performance.

On the flip side, brands that lag in AI adoption risk falling behind their more innovative competitors. As consumer expectations continue to rise and the video advertising landscape becomes increasingly crowded, relying on traditional, manual approaches will no longer suffice.

To stay relevant and competitive, brands must embrace AI and make it a core component of their video advertising strategy.

The world of video advertising is undergoing a profound transformation, and AI is at the forefront of this revolution. From shoppable CTV ads and performancebased advertising, to AI-powered brand placement and hyper-targeted audience segmentation, the possibilities are endless.

As a marketing leader, it’s crucial to stay informed about these developments and adapt your strategies accordingly. By leveraging AI-powered solutions, you can drive unparalleled efficiency, personalisation, and campaign performance – all while staying ahead of the competition.

Cory Treffiletti is chief marketing officer at generative AI-powered product placement platform, Rembrand . He was previously SVP at  FIS . He has been a thought leader, executive and business driver in the digital media landscape since 1994. In addition to authoring a weekly column on digital media, advertising and marketing since 2000 for MediaPost ‘s Online Spin, Treffiletti has been a successful executive, media expert and/or founding team member for a number of companies, and published a book, Internet Ad Pioneers, in 2012.

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DOVE’S LATEST ‘REAL BEAUTY’ DRIVE – AND WHY AI WILL BE HARDER TO DITCH THAN IT THINKS

Dove’s decision to not feature AI models in its media campaigns, but to create a Playbook to facilitate certain AI approaches, might amount to a contradictory message – not least because it fails to tackle the fact that harmful AI uses extend beyond the content of media representations, writes Francesca Sobande.

Francesca Sobande

Beauty brand Dove recently announced it would not use models generated by artificial intelligence (AI) in its advertising campaigns. But is this really an anti-AI stance or merely the marketing of “inclusive” and “realistic” AI-generated images? In other words, is Dove attempting to shape the beauty ideals AI shows consumers, rather than ditching its use entirely?

Dove’s owner Unilever is one of the world’s largest multinational, fastmoving consumer goods companies. But the values of the brands it owns vary dramatically, as highlighted by legal action that Ben & Jerry’s brought against Unilever to object to its ice cream being “sold in the occupied Palestinian Territory”. The lawsuit was settled and Ben & Jerry’s was reportedly told by Unilever to avoid “straying into geopolitics”

Tensions remain between the values of Unilever-owned brands and those of Unilever itself, which actively uses AI in areas like product development.

For example, although Dove has critiqued the use of AI and computergenerated imagery (CGI) of people, Dermalogica, another Unilever skincare brand, has used a virtual human model as part of its staff training. Accordingly, Dove’s recent announcement and overall brand positioning must be understood as connected to Unilever’s as a whole.

STANCE ON BEAUTY IDEALS

Established in the US in 1957, Dove became known for its “real beauty” ethos in the 21st century. The brand’s effort to challenge societal beauty standards include campaigns that address ideals related to hair, skin, facial features and body shape and size. In Dove’s own words: “We always feature women, never models.” Now, Dove is taking that position a step further by claiming it will not use AI-generated images of people in its campaigns. But beyond punchy headlines, what does this mean?

As part of the research on the

justice, and digital culture, I surveyed 400 people in the UK and US. Responses highlighted concerns about the use of  CGI and AI models in marketing.

Recent media coverage of Dove frames its stance on AI as a continuation of its position on the beauty and diversity of real people. However, sitting alongside Dove’s statements about AI models are details on what it has created to aid “inclusive” uses of AI. So is Dove swearing off AI? Or is it making a strategic decision to exclude AI imagery of people from its campaigns and position itself as a leader of supposedly “inclusive” approaches?

AI’S POTENTIAL BRINGS BOTH EXCITEMENT AND CONCERN, ESPECIALLY WITH REGARDS TO BEAUTY.

As a comment on how AI images can reinforce damaging beauty ideals, the brand launched short film The Code as part of the Dove Self-Esteem Project, which reflects the ways brands are implicated in contemporary ideas about the confidence of girls and women

‘THE CODE’, AS SET OUT BY DOVE

Posted on the Dove US YouTube channel, the film is accompanied by text stating that in “an era where 90% of content is predicted to be AI-generated by 2025,” Dove’s “message still stands: keep beauty real. One in three women feel pressure to alter their appearance because of what they see online, even when they know the images are fake or AI-generated”.

Yet Dove’s website highlights its Real Beauty Prompt Playbook, created to help widen the representation of people and beauty in images generated by AI tools. Is Dove’s Playbook at odds with its “vow to real beauty” and a commitment to steer clear of AI? Arguably, yes.

The Playbook has been produced “to help set new digital standards of representation” and features a glossary

realistic AI image generation”. Contrasting with claims the brand is taking a stand against AI, Dove’s Playbook suggests that it may be actively contributing to the AI landscape, including by establishing itself as an authority on what constitutes “inclusive” and “realistic” AI image generation in the beauty business.

Indeed, Dove is one of many brands owned by Unilever, a parent company that has contentiously been described as having cultivated a sense of corporate consciousness, but which openly states that it is “using AI to optimise our portfolio and fuel growth”. It is unsurprising therefore that Dove’s position on AI may be much less critical than headlines like “Dove Is Anti-AI in New Campaign” would suggest.

Dove’s decision not to feature AI models in its media, but to create a Playbook to facilitate certain AI approaches, might amount to a contradictory message. It also fails to tackle the fact that harmful uses of AI extend beyond the content of media representations.

Ultimately, Dove’s position appears to focus on “inclusive” AI approaches and addressing ideas about self-esteem, rather than tackling AI’s structurally oppressive effects, from its role in the surveillance of people and places, to its impact on work and labour conditions.

In Dove’s own words: “AI’s potential brings both excitement and concern, especially with regards to beauty.” Despite what some headlines suggest, the brand is not anti-AI. Rather, it is continuing its “real beauty” messaging, in ways that both praise as well as critique the potential uses of AI.

Dove and Unilever were contacted for a comment but had not provided any by the time of publication.

This article was first published by The Conversation.

Francesca Sobande is a senior lecturer in digital media studies (Cardiff University). She is the author of The Digital Lives of Black Women in Britain (Palgrave Macmillan, 2020) and Consuming Crisis: Commodifying Care and COVID-19 (SAGE, 2022). Francesca is also co-author with layla-roxanne hill of Black Oot Here: Black Lives in Scotland (Bloomsbury, 2022), and is co-editor with Akwugo Emejulu of To Exist is to Resist: Black Feminism in Europe (Pluto Press, 2019).

Dove in South Africa signed the Real Women pledge.

STRAP IN FOR TURBULENCE AHEAD

Communication, transparency and stakeholder inclusivity remain key BRC priorities as we continue to navigate the complex South African media environment, writes Gary Whitaker.

Turbulence’ describes a period characterised by instability, uncertainty, unpredictability and significant disruption. One could argue that the South African media landscape is the most turbulent in the world, for a variety of reasons. Where else is there a melting pot of load shedding, analogue swtich-off and influx of new digital platforms – off the back of a pandemic?

Load shedding has of course dissipated, leading up to the 29 May election but it is far from over. We certainly cannot discount its effect on media consumption, particularly when it comes to television viewing.

Load shedding, just like Covid-19, forces a change in habits across the spectrum of chores, work, down-time, and entertainment. Just because your water gets switched off, doesn’t mean your thirst goes away.

LOAD SHEDDING, JUST LIKE COVID-19, FORCES A CHANGE IN HABITS ACROSS THE SPECTRUM OF CHORES, WORK, DOWN-TIME, AND ENTERTAINMENT.

The same is true for television viewing in South Africa. As load shedding levels increase, the average amount of minutes viewing television decreases, and vice versa. We see that average time spent viewing is at an all-time high, compared to the preceding three years.

As the stage of load shedding increases, the average minute rating decreases, but quickly returns once load shedding eases.

From experience, the South African spirit is one of always ‘making a plan’. Where there is a will, there is a way. When it comes to media and entertainment, South Africans certainly have the will. When the lights go off, the television sets do too, unless you have backup power.

For most South Africans, the luxury of a generator, inverter or solar power system is not a reality, so what do they do? They turn to their mobile devices to get their video/audio fix. The Television Audience Measurement Survey (TAMS) solely measures viewership on household televisions.

This begs the question: How do we know that mobile devices are being used for video content when the power goes out?

TAMS measures two specific nonbroadcast activities:

• Usage of non-broadcast devices –any activity that is viewed on a television set via a separate device such as an Xbox, computer, or USB stick.

• Non-referenced viewing – any content that is aired/streamed directly onto a television set and is not monitored by the Broadcast Research Council of South Africa (BRC). This includes content viewed on Netflix, Showmax, YouTube and the like.

Of these two activities, the usage of nonbroadcast devices is the highest at roughly 15% (average minute rating per day, or AMR) and continues to grow year-on-year.

Non-referenced viewing remains fairly stable year on year and is just below 10% (AMR). The inference is that the habit of using another device for media consumption is rising, whilst the amount of non-broadcast/referenced content is flat.

THE RADIO AUDIENCE MEASUREMENT SURVEY (RAMS AMPLIFY) IS FAR MORE RESILIENT TO THE MEASUREMENT CHALLENGE CURRENTLY FACED BY TAMS.

When the electricity turns off, instead of casting content, via another device, onto a television, it stands to reason that the content will simply be viewed at source, which could be a mobile phone, laptop or tablet. The audience is not going anywhere, what is changing is where they are viewing content.

The BRC is currently in the process of implementing a Software Development Kit (SDK) in order to measure streaming activity on alternative devices and out-of-home viewing.

The Radio Audience Measurement Survey (RAMS Amplify) is far more resilient to the measurement challenge currently

faced by TAMS. It relies on claimed data over a 24-month period rather than passive, second-bysecond, automated data.

Having said that, RAMS Amplify is not immune to market conditions, and is faced with the challenge of older data remaining in the dataset. This means that listening habits that formed as a result of the Covid-19 restrictions still linger.

As the data is rolled (i.e. the oldest data (spanning a threemonth period) is removed, and the most recent data (spanning a three-month period) is included), which results in a decrease in audience size in most cases.

This is a unique situation because the individual stations may be growing but are unable recreate a scenario, such as Covid-19, that keeps South Africans glued to their radios for updates on the pandemic and therefore grow enough to surpass the gains of two years ago that are gradually removed from the dataset.

Radio remains a trusted companion in a world where fake news is spoken about constantly. To this end, the BRC is exploring the addition of ‘need-states’ to RAMS Amplify.

By incorporating need-states into RAMS Amplify, broadcasters and advertisers can gain a more nuanced understanding of their audience, leading to more effective programming and targeted advertising strategies.

By understanding and addressing the underlying motivations for radio consumption, stations can enhance content relevance, improve listener engagement, and achieve more effective advertising outcomes, ultimately driving greater stakeholder success in a competitive media landscape.

AMPLIFYING AUDIO

We continue to see a move away from working at home, which no doubt influences radio listening habits. As per the most recent Infinite Dial study, which covers the major metropolitan population of South Africa only, we have seen increases across the board for digital audio.

The likes of podcasts, streaming radio and purchasing a smart speaker have all grown over a short period of time. Again, RAMS Amplify is resilient to these changes as respondents are asked about their listening habits regardless of devices used.

As this is claimed data, the BRC is investigating an SDK implementation for RAMS Amplify with the aim of establishing streaming figures for the radio stations, which complements current RAMS Amplify data.

CURRENCY RESEARCH, NOW MORE THAN EVER, MUST REMAIN ADAPTABLE AND FLEXIBLE WITH A LONG-TERM VISION MADE REAL BY ACTIONABLE ALIGNED SHORT-TERM ACTIONS.

Overcoming turbulent market conditions involves a strategic and resilient approach. Currency research, now more than ever, must remain adaptable and flexible with a long-term vision made real by actionable aligned short-term actions.

Communication, transparency, and stakeholder inclusivity remain key BRC priorities as we continue to navigate the unique and complex South African media landscape.

boasts over two decades of expertise spanning market research, media strategy, and both traditional and digital marketing. His journey began with a focus on comprehensive market research roles at ACNielsen and Millward Brown. Driven by a passion for the media sector, Whitaker is committed to fostering profound consumer insights that underpin strategic decision-making across agency and corporate landscapes. He places paramount importance on data integrity and meticulous planning. Renowned for his lateral thinking and solution-oriented approach, Whitaker’s appointment as CEO of the BRC marks the culmination of his versatile, self-directed career and his unwavering dedication to driving meaningful impac

Gary Whitaker

Gary Whitaker

TRANSFORmING BRANDS ThROuGh TEch-INFuSED SOLuTIONS: ThE WETpAINT REVOLuTION

Wetpaint has redefined the branding game with its tech-infused strategies that combine creative storytelling with technical innovation.

Advertising this, advertising that, advertising here! Seems like impact is perceived as filling space, which makes it even harder for agencies with this mindset to adopt tech, they just haven’t figured out the tech ‘space’.

Staying ahead of the curve requires more than just traditional marketing. It demands innovation, creativity, and a keen understanding of technology. That’s where Wetpaint comes in, a trailblazing agency that has redefined the branding game through its tech-infused solutions.

Founded on the principle that creativity and technology are not mutually exclusive but complementary forces, Wetpaint has carved out a niche as the go-to agency for brands looking to make a significant impact.

With a diverse portfolio ranging from start-ups to Fortune 500 companies, Wetpaint’s success story is a testament to its unique approach.

INNOVATIVE STRATEGIES FOR A DIGITAL WORLD

Wetpaint’s secret lies in its ability to seamlessly blend cutting-edge technology with creative storytelling. Its team of digital strategists, data scientists, creative directors and conceptual writers, who are tech enthusiasts, collaborate to craft bespoke

“WE bELIEVE IN PUSHING THE bOUNDARIES OF WHAT’S POSSIbLE, AND OUR CLIENTS SEE THE RESULTS IN ENHANCED bRAND LOYALTY AND INCREASED MARKET SHARE.” – PETRA MC CARDLE

strategies that form creative campaigns that resonate with audiences and drive tangible results.

“Our mission is to transform brands through innovative tech solutions that not only capture attention, but also foster meaningful engagement,” says Petra Mc Cardle, CEO of Wetpaint.

“We believe in pushing the boundaries of what’s possible, and our clients see the results in enhanced brand loyalty and increased market share.”

CASE STUDY: REVOLUTIONISING RETAIL WITH AUGMENTED REALITY

One of Wetpaint’s standout projects involved a leading retail brand seeking to revitalise its customer experience. Wetpaint’s solution? A live stream where influencers featured the brand, allowing customers to purchase as the product is showcased. This immersive experience not only boosted online sales, but also reduced return rates by providing a more accurate representation of the products.

DATA-DRIVEN DECISIONS FOR MAXIMUM IMPACT

In marketing, data is king. Wetpaint leverages advanced analytics to inform every aspect of its campaigns. By harnessing the power of big data, it gains deep insights into consumer behaviour, enabling it to tailor strategies that hit the mark every time.

One of its notable achievements was a campaign for a global alcohol company. By analysing social media trends and consumer preferences, Wetpaint devised a highly targeted campaign that increased brand engagement and sales.

Our Missi O n: Dominate the global advertising landscape

With African insights and a global approach, we stand as a fully integrated African advertising agency, seamlessly bridging continents.

We’re dedicated to taking Africa to the world and bringing the world to Africa, offering comprehensive solutions as a full-service agency to ensure your brand’s success on a global scale.

INTEGRATING TECH , SUSTAINA b LY

Wetpaint’s commitment to sustainability is evident in its approach to technology. It prioritises solutions that are both innovative and environmentally friendly. From utilising energy-efficient data centres to promoting digital rather than physical campaigns, Wetpaint ensures that its tech-savvy solutions align with a sustainable future.

THE WETPAINT DIFFERENCE

What sets Wetpaint apart from other agencies is its holistic approach. It doesn’t just create campaigns; it builds experiences. By integrating technology at every touchpoint, Wetpaint ensures that its clients’ brands are not only seen, but also felt.

“We’re not just about making noise; we’re about creating impactful brand memories,” says Einstein Mwaita, Wetpaint’s chief creative officer. “Every project is a new opportunity to blend art and science, and we thrive on the challenge.”

JOIN THE REVOLUTION

As the digital landscape continues to evolve, the need for tech-infused solutions becomes more critical. Wetpaint stands at the forefront of this revolution, ready to help brands navigate the complexities of the modern marketplace. For those ready to transform their brand and embrace the future, Wetpaint offers the perfect partnership. Experience the difference that innovation, creativity and technology can make. Transform your brand with Wetpaint today.

Learn more about Wetpaint and its groundbreaking work at wetpaint.co.za this is sponsored content.

CLASH OF THE TITANS

CHERYL INGRAM and CALEB SHEPARD weigh in with insights and advice for ecommerce businesses on how to fortify their business in these uncertain times.

Temu and ‘Amazon’ are on many local ecommerce owner’s lips right now. Temu’s entry into the paid media landscape has been called “bombastic” by some and “borderline combative” by others. At the same time, the prospect of Amazon and its promises of superior distribution channels, cut-throat pricing and marketing might have local platforms feeling unsettled.

What does Amazon and Temu’s presence mean for local retailers and their paid media support specialists? Cheryl Ingram and Caleb Shepard from TDMC (The Digital Media Collective) explore the unfolding landscape, and share their expertise and insights into how to withstand the coming onslaught.

The past four years in the ecommerce arena have been phenomenal globally, and certainly in South Africa.

We have watched businesses rise out of the ashes of the Covid-19

pandemic; we have seen brick and mortar businesses pivot spectacularly to ecommerce, and we have forged a successful path for both our smaller mom-and-pop style clients as well as some of the large, national retailers who we service.

Things have taken a dramatic turn since Temu’s arrival on the local market. Add to that the increasing uptake of the Checkers Sixty60 app, putting fast delivery of over 10 000 larger Hyper products at customers’ fingertips, and it is easy to see why retailers are feeling rattled.

For the past few years the landscape has been pretty even-keeled. There has been enough space for everyone and

plenty of pieces of the pie, depending on your budget. Despite global economic challenges, retail has been steady, with nice growth in certain FMCG sectors.

AGGRESSIVE STANCE

Temu’s aggessive stance and entry into South Africa in February 2024 changed that. The company, notorious as big spenders, boast a reported ad spend of $5.17 billion in the US since launching there in 2022.

Temu’s entry into the market in week six of 2024 wasn’t unexpected – but their hostile approach from week eight and, later, in weeks 10 and 12, was like nothing we have seen: buying up advertising in every conceivable channel, forcing price

WHAT DOES TEMU’S PRESENCE AND THAT OF THE US RETAIL GIANT AMAZON MEAN FOR LOCAL RETAILERS AND THEIR PAID MEDIA SUPPORT SPECIALISTS?

hikes, and creating a volatile, panicked auction environment for paid media. It affected the bigger retailers as well as independent ecommerce operators with much smaller budgets.

Our team has been tracking Temu’s behaviours weekly across numerous categories. Temu took a no-holds-barred approach, including keyword bidding at all costs. They have been aggressive in their strategy to secure ad space by prioritising their own brand terms.

Temu is also increasingly using Dynamic Keyword Insertions, which allows them to insert keywords, like branded names, into their headlines and ad copy to increase ad relevance.

Temu actively bids using branded names as naming devices within ads. They get reported to Google and ads are quickly removed, but often that means the retailer whose name has been cannibalised (especially small retailers), has already lost a prospective customer.

Retailers can report this violation to Google and help expedite eradicating this kind of untoward behaviour, by filing a Trademark Complaint online at service.google.com.

It was of course concerning for our larger retailers, but because we have deep knowledge of this arena and are in the business of agile strategising, we were able to hold fast and adjust our behaviours accordingly.

ETHICAL ELEMENT

TEMU’S ARRIVAL SPEAKS TO MONEY GOING OFFSHORE –EACH AND EVERY TEMU SALE IS MONEY THAT IS TAKEN OUT OF THE LOCAL ECONOMY.

economy. TDMC is specifically in the business of creating business for local ecommerce operators, so our concern is an ethical dilemma.

AMAZON SAYS, ‘HELLO, AFRICA!’

Amazon’s arrival certainly seems less concerning from a perspective

market in May has been underwhelming – and if first impressions are crucial, theirs has been less than stellar.

Consumer understanding around Amazon’s offerings has been confused –many assumed incorrectly that they would have access to Amazon’s full international basket. A look at weeks one and two of operations, the cursory discounts on appliances (some admittedly impressive), and low basket value items like makeup and toiletries, have not been enough for consumers to abandon the Takealot ship.

As verified experts and partners in the region, TDMC has access to support suites at Meta, Google and Shopify, and this plays a crucial role in uncertain times like these. We have the advantage of having real time meetings with support staff at these companies, and are able to use information to assist with decisionmaking for all our clients, whether they have millions to spend a month or not.

Aside from the bidding war upset that has transpired, there is an ethical element that is of deep concern at TDMC HQ.

Ecommerce has been amazing for South Africans, especially since 2020. However, Temu’s arrival speaks to money going offshore – each and every Temu sale is money that is taken out of the local

of principled retail behaviour. Their investment in a complex local logistics infrastructure and their marketplace offering, along with employment opportunities are promising – but what does it mean for retailers in the long term?

The arrival of Amazon is a doubleedged sword, presenting opportunities for growth and expansion but also posing significant challenges to existing market players. The next few years will be critical as businesses adjust to this new competitor, and recalibrate their strategies to thrive in a more dynamic market environment.

Amazon’s arrival will have understandably set the likes of Takealot and many of its suppliers on edge. However, the US retail giant’s entry into the

Temu and Amazon’s arrival and their access to massive budgets and big buying power is exactly why retailers should be aggressively working on their owned media assets.

More focus on excellent creative, shifting advertising budgets to top-performing categories, and moving focus on other categories to non-auction environments like newsletter or SMS sales campaigns, are just some of the strategies Shepard suggests for retailers.

This strategy filters down to customer experience too – an area that Amazon is known for fulfilling well. If they are wanting to survive and thrive, retailers are going to need to double down on their service offering – from delivery turnaround times to customer communication, and certainly after-sales service and sweeteners.

WHERE TRUST IS HIGH SALES FOLLOW

While there is no denying that upped ad spend is inevitable, we believe it is crucial for brands to use these challenges to deepen their brand stories and work on creating authentic connections with their customers.

TDMC has already seen this play out in many of their innovative UGC campaigns

NOW IS THE TIME TO TELL YOUR BRAND STORY, TO GET YOUR MESSAGING AND ‘REASON FOR BEING’ RIGHT, TO SPELL OUT WHY YOUR PRODUCT OFFERING IS SO OUTSTANDING AND, CRUCIALLY, TO WORK HARD ON RETAINING THAT CUSTOMER.

for clients. Where trust is high, sales tend to follow. Now is the time to tell your brand story, to get your messaging and ‘reason for being’ right, to spell out why your product offering is so outstanding and, crucially, to work work hard on retaining that customer.

Temu’s customer retention strategy uses loss leader sales offerings and casino-like in-app gamification, but these aren’t necessarily sustainable. It is in the game of acquiring customers and should settle into their positioning within the market.

But what does another player (and now, with Amazon, another two players) on the market mean for retailers? This is where customer trust and loyalty are going to be your biggest asset, adding more value than ever before – be it through bundle deals, clever campaigns, and superb quality and value for money –all of these are essential to brand building and depth.

For potential suppliers on Amazon’s channels, there are numerous hoops to jump through. But if they get it right, there is opportunity to be had, given the global giant’s marketing budget and the added credibility selling on the platform will offer.

In the long term, the broader implications for the South African consumer could be significant. Increased competition may lead to better prices and services for consumers – but at the same time, increased competition will likely drive up marketing costs for suppliers and competitors.

COVER ALL BASES

Our advice to retailers is to work hard to cover all their bases, whether in their owned media or on a variety of sales platforms. You need to be consistently working to meet your customers where they are and to service them efficiently.

The choice involves weighing the potential for increased visibility and sales on Amazon against the benefits of partnering with established local platforms that have a strong

understanding of the South African consumer market. The strategic decision will depend on each brand’s target audience, product type, and long-term business goals.

LIKE OUR SPORTSMEN, THE SOUTH AFRICAN CONSUMER IS AN UNPREDICTABLE CHARACTER WITH A METTLE THAT ISN’T ALWAYS ACCOUNTED FOR OR UNDERSTOOD BY EXTERNAL FORCES.

The point about the South African market is certainly solid – like our sportsmen, the South African consumer is an unpredictable character with a mettle that isn’t always accounted for or understood by external forces, especially when it comes to their hard-earned Rands.

It took the Covid-19 years to convert our consumers and many retailers to the advantages of ecommerce – it remains to be seen whether they can be manipulated in a way that foreign platforms would like them to be.

Cheryl Ingram is the managing director and co-founder of  The Digital Media Collective , one of South Africa’s leading ecommerce agencies. TDMC has launched more than 200 e-commerce stores in the last three years, helping entrepreneurs and some of South Africa’s most esteemed retailers build profitable online retail channels. The agency is one of only four accredited Shopify Expert Partners in South Africa and is also a Google Premier Partner and Meta Business Partner.

Caleb Shepard, media director at TDMC, has a keen insider perspective on trends and movements in paid media at any given moment. He is a dynamic strategist and creative, with 7+ years experience in the digital marketing industry, a BCom degree specialising in digital marketing and is Facebook Blueprint certified.

Cheryl Ingram

Caleb Shepard

A WAKE UP CALL FOR CMOs

Is the chief marketing office (CMO) role dead? The recent article on Starbucks’ decision to scrap the global CMO role is not so much a death knell for marketing chiefs as it is a wake-up call for marketing itself.

The role of chief marketing officer is evolving faster than a social media trend, and companies are scrambling to keep up.

Starbucks, Walgreens, Etsy and UPS ditching the CMO title might sound like a bad game of follow the leader; but let’s not forget: McDonald’s and Coca-Cola played the same game – and ended up calling backsies on their decisions.

THE CHIEF MARKETING OFFICER ROLE ISN’T DISAPPEARING; IT’S EVOLVING TO MEET THE DEMANDS OF A DATA-DRIVEN ERA.

Clearly, the role of the CMO isn’t disappearing – it’s just getting a makeover. The new CMO is less about splashing ads everywhere and more about knitting the entire brand experience together, and proving that every marketing dollar spent can impact the bottom line.

Modern marketing leaders need to sweat every detail of the consumer journey. This means moving beyond superficial metrics like clicks or impressions and diving deep into what really counts: conversions and tangible business outcomes.

FUNNEL OPTIMISATION

In this new era, every stage of the funnel must be meticulously optimised. This involves a keen understanding

LIAT BEN-ZUR looks into how modern companies are shaping the future of marketing, and how the role of the chief marketing officer, in particular, is evolving.

of the user’s path, from initial awareness through to post-purchase behaviour.

CMOs must understand how to leverage data analytics to identify bottlenecks and opportunities within these funnels, implementing A/B testing and continuously refining strategies based on realtime feedback and results.

THE CMO UPGRADE

Moreover, CMOs must push to understand which part of the marketing spend is genuinely effective. This requires a mix of analytical prowess to dissect data, and creative thinking to innovate new ways to reach and engage customers.

Leaders must foster a culture where experimentation is encouraged, and insights gained from data lead the way in decision-making.

CMOs need to be the glue that holds the consumer experience together, ensuring that the brand’s message resonates consistently across all touchpoints while also magically boosting stock prices.

Marketers today need to be well-versed in everything from digital transformation to consumer psychology, able to navigate

LEADERS MUST FOSTER A CULTURE WHERE EXPERIMENTATION IS ENCOURAGED, AND INSIGHTS GAINED FROM DATA LEAD THE WAY IN DECISION-MAKING.

someone mentions the CMO role is being eliminated, remember – it’s not being eliminated, just upgraded.

The chief marketing officer role isn’t disappearing; it’s evolving to meet the demands of a data-driven era. Companies like Starbucks and CocaCola are not eliminating marketing leadership; they’re reinventing it to enhance customer engagement and business outcomes.

This shift is a bellwether for major changes in global business strategies. As we stand at this crossroads, it’s clear: the core of marketing – creating lasting connections – remains unchanged.

However, the leaders who will thrive are those who combine marketing creativity with analytical rigour to drive growth and loyalty.

is a distinguished technology executive and corporate board member with a reputation for driving digital transformation, product innovation, and strategic growth.

She has an exceptional career spanning more than 25 years, with her transformative leadership shaping the technological trajectory of global powerhouses such as Microsoft, Royal Philips, and Qualcomm.

Liat Ben-Zur

THE SOUTH AFRICAN CMO PERSPECTIVE

We asked three top South African chief marketing officers and a marketing academic what they believe the role now encompasses.

A strategic rudder for brands

The role of the chief marketing officer (CMO) in today’s modern marketing world is to be the strategic rudder for brands, nurturing and directing the creative and innovative power of the team and agencies to continue the upward trajectory of the brand.

There is a temptation for new brand and marketing managers to bring new thinking, new strategies, new platforms and ultimately, make their personal mark on a brand.

Yet the strongest brands we know have been built over time. They exhibit a dedication to evolving and elevating, while remaining unchanged in the way they connect with culture, customers and consumers over time.

While trends come and go, the way in which brands respond should remain in the same tone and with the same enduring purpose.

As brand leaders, particularly in brands that reflect and shape culture, it is our responsibility in our tenure to nurture the brand on its forward journey without changing its course.

With this tension for our teams to create a mark on the brand while remaining true to the brand DNA, the role of the CMO should be to harness the excitement and drive of the talent while directing this energy to make what the brand already does… but better.

As the key drivers of consistency, the expectation from agency partners is to hold the golden principles of the brand, even on new touchpoints.

Creatives and strategic teams need to be brought on the journey with clearly defined guardrails and then

be inspire to evolve and elevate the brand’s execution.

And with strong agency partners, the CMO should lay the challenge to ensure the collaborative efforts increase the impact and scale of the campaigns to make them work even harder for the brand.

In ABInBev, Carling Black Label is considered a ‘megabrand’ and its success story has been built on ‘mega consistency’. Its key pillars have remained unchanged over the last 10 years, despite three brand directors over time.

The focus has been to refresh and evolve the pillars, so they continue to successfully engage our consumers in today’s world.

Kerryn

is chief marketing

Never undervalue soft skills

The modern CMO is a key player in driving business performance by aligning the business strategy through the marketing efforts, nurturing the brand and driving sales conversion.

This is achieved by a unique requirement of marrying art through creativity, while bringing bringing the rigour of data-driven insights to the table in an ever-changing digital world.

The role is evolving so fast that the CMO has to possess knowledge and skills not only in emerging technologies such as AI

and machine learning, but also in multidimensional leadership.

Advertising opportunities are limitless and the CMO is continuously measuring the marginal value each dollar spent will contribute to achieve the strategic vision of the business.

Soft skills must never be undervalued in a CMO. The CMO must be able to question assumptions, be adaptable and agile, agile, able to negotiate and work across multiple teams – with suppliers, agencies and clients, customers and consumers – while while managing everyone’s needs and expectations.

The ability to intuitively take decisions is a vital part of the job and partly comes with a wealth of experience. The skills include understanding the various types of consumers, their purchasing behaviour, their screen time behaviour and consumer psychology as a whole.

The CMO’s role will keep evolving as new technologies and platforms emerge. These platforms keep changing consumer behaviour and will therefore keep changing the skill set and knowledge of the CMO.

Greenleaf

officer of Carling Black Label

Dr Elaine van Wyk is chief marketing officer for the Institute of Marketing Management

Kerryn Greenleaf

Dr Elaine van Wyk

Balancing the scales

Today’s CMO needs to master the fine art of balancing clicks with enduring brand love.

With C-suite executives becoming increasingly critical of marketing spend and demanding more evidence of return, the CMO’s role has significantly shifted from just advertising, brand management and market research.

The evolved CMO is a company’s most valuable asset, as the broadening of responsibilities means they drive business strategy in a customer-centric and datarich manner.

CMOs not only cover the traditional marketing outputs; they also:

• Own the customer and their experience, which encompasses the end to end customer journey and the measurement thereof

• Leverage data to personalise marketing efforts through insights

• Collaborate with the C-suite as a strategic partner, aligning marketing goals to deliver impact and growth

• Embrace technology to deliver bespoke marketing solutions

• Develop and mentor world-class, well-rounded marketers internally and through engagement with industry associations

• The modern CEO expects their agencies to be strategic partners, capable of driving true brand growth, delivering impactful campaigns and providing valuable insights and expertise in a rapid and evolving marketing landscape.

The expectations I have of my agency partners includes:

• Collaboration at business partner level as we should be taking risks together, and winning and learning together

• Driving creative, media and

communications strategy that address business needs and the delivery of work that can be measured

against objectives

• Execution and on time delivering is key. Many agencies are not keeping up with the speed required in an ‘always-on’ environment

• Data must lead all strategy and execution

• Introduction and use of innovation and technology, without losing relevance and customer connection

• Development of effective media plans, strong negotiation skills and the optimisation of spend to maximise returns

• The bravery to push boundaries with great ideas and innovative work.

Su-Lise Tessendorf-Louw is chief marketing officer at Mr D

Spearheading the digital switch

The role of chief marketing officers (CMOs) has significantly evolved due to changes in consumer behaviour and the emergence of new media channels.

Philip Kotler, the ‘father of modern marketing’, highlights the critical role of CMOs in creating unified brand experiences that deliver value and generate substantial returns. This shift necessitates advanced marketing strategies aligned with the digital economy, emphasising product and strategy development that benefits consumers and the environment.

The digital age has significantly transformed consumer behaviour and brand interaction, necessitating the seamless integration of marketing and sales efforts.

CMOs must enhance their digital marketing, data analytics and customer

relationship management capabilities. They must leverage digital opportunities, such as artificial intelligence (AI), social media and analytics while preserving the core aspects of traditional marketing.

As Kotler points out, modern CMOs must expand their traditional advertising and brand management roles to become the “voice of the customer” within their organisations.

CMOs must spearhead digital transformation initiatives, integrating advanced technologies such as AI and machine learning into marketing strategies. These technologies enable real-time data analytics to understand better and predict consumer behaviour, allowing for more personalised and effective marketing campaigns that drive higher engagement and ROI. Marketing agencies are undergoing a significant transformation to meet the evolving

needs of modern CMOs. The agencies’ function has evolved from merely implementing campaigns to actively contributing as strategic allies in driving business expansion.

This shift is driven by the increasing reliance on data analytics to optimise media spending and develop content.

Modern CMOs seek agencies with an in-depth understanding of data analytics and the ability to offer creative solutions that drive business growth. Agencies must demonstrate clear return on investment (ROI) for their marketing efforts, which involves setting precise performance indicators to monitor success and make informed decisions.

Agencies adept at blending creativity with analytical prowess will be firmly positioned to make meaningful contributions to their clients.

Ezelna Jones is chief marketing officer of Burger King

Su-Lise Tessendorf-Louw

Ezelna Jones

THE TRIBE WITH THE CHERRY ON TOP

MARILYN HALLETT explores an untapped opportunity with marketing’s most valuable generation – the 60s and over.

I’ve always thought, but now know, that this tribe of South African 60-plussers are an untapped audience. They are high potential consumers and marketing’s most valuable generation. The cherry on the top is that they present an extraordinarily lucrative opportunity for business.

60-plussers embrace longevity with ambition, purpose and wealth. They have been bucking trends for decades – I know, I am part of this tribe. Marketing to the 60-plus consumer is an opportunity waiting to happen…

Although I am the founder of You’ve Earned It/YEI, the digital media platform for South African 60-plussers, the reality is that YEI found me! Without looking for it, I fell into the world of entrepreneurship, in this case senior entrepreneurship. I’m not

fond of the word “senior” – the connotation is that I’m old, and I don’t feel old, I don’t act old! My tribe will agree.

YEI came to life in 2008 as a book published by Juta. When it became crystal clear that the only way to keep the information current and relevant, the book morphed into an online platform in 2011.

YEI’s primary focus is now two-fold – onpoint, hot topics relevant to this age group (we recently featured a Mediterranean island as a possible retirement destination) and offers, deals, and benefits (think car hire with preferential rates for 60-plussers, purely because 83% of our readers have indicated that they are planning local travel in the next two years).

YEI has curated a platform that provides valuable information for South African 60-plussers across the key pillars of

THE AUDIENCE GROWS AND IT IS STILL AN ENIGMA THAT 60-PLUSSERS ARE A TRIFLE IGNORED BY MARKETERS. WHY? IS IT AGEISM? IS THERE A PERCEPTION OF NO VALUE IN THIS MARKET?

precisely as the Harvard School of Public Health predicted. They are reshaping consumer behaviour, have more disposable income than other demographics, have been brand loyal –but are displaying an ‘itch to swtich’ –are, are actively looking for property, investment, health, lifestyle, and vehicle options, and are staying economically active for longer.

finance, health and wellness, retirement, lifestyle and travel, providing products and solutions that suit all 60-plus individual needs. Plus, there are some jolly good reads.

THE ENIGMA

The audience grows and it is still an enigma that 60-plussers are a trifle ignored by marketers. Why? Is it ageism? Is there a perception of no value in this market? Is there an unwritten ‘No Olds’ rule?

Allow me to change your mind –60-plussers’ attitudes and affluence may surprise you…

• There are eight-million 55-plus South Africans, among which 5.2-million South Africans are aged 60-plus

• The numbers are projected to more than double between now and 2050

• 55-plussers have an aggregate taxable income of over R600-billion annually (information from the UCT Liberty Institute of Strategic Marketing’s recent Forerunner report)

• This is a rapt audience representing a huge market of people waiting to buy services and products

Think about it: 60-plussers were the fathers of the internet. It’s technology and social media that have helped 60-plussers set new trends for their generation. They may be active on social media but still love to engage in real life.

Traditionally, marketers have steered clear of the 60-plus market. However, YEI’s recent survey series, backed up by recent research done by the UCT Liberty Institute of Strategic Marketing, doesn’t just suggest, but screams out that brands with relevant products, services, and solutions would do extremely well to consider the digital-savvy 60-plusser and their nuanced dynamics.

YEI’S RECENT SURVEY SERIES … SCREAMS OUT THAT BRANDS WITH RELEVANT PRODUCTS, SERVICES, AND SOLUTIONS WOULD DO EXTREMELY WELL TO CONSIDER THE DIGITALSAVVY 60-PLUSSER AND THEIR NUANCED DYNAMICS.

After a series of surveys in 2023, YEI released the YEI Guide to the 60-plus Consumer, a detailed consumer snapshot of the modern, digital-savvy 60-plus South African, using insights that emanated directly from YEI respondents to the surveys. This Guide was released earlier this year and we found the numbers to be extraordinary:

We looked at why and what makes this 60-plus market so important; 60-plussers are the country’s fastestgrowing demographic segment, rebelling against the age-old retirement trend even though they are well-established members of society.

RESHAPING CONSUMER BEHAVIOUR

The thought that they are generally considered to be firmly entrenched consumers of products and services is wrong. This generation is redefining expectations of retirement and ageing,

In the past, a small percentage of advertising has been targeted at this demographic. However, I would highly recommend that marketers take a good look at the senior market and tailor their strategies accordingly, to better serve the distinct needs and preferences of the South African 60-plusser.

YEI’s brand-new media kit demonstrates how this age group is not old, nor tired, nor set in their ways. They are vibrant, active, have wealth, and I cannot shout more loudly from the rooftops that you really need to be engaged with this market.

YEI started as a book, and is now a curated website with fresh, relevant content for 60-plussers

RESEARCH AND DATA DEMONSTRATE

THAT THE LONGEVITY ECONOMY – OR THE SILVER ECONOMY AS SOME CALL IT – IS TRANSFORMING SOCIETY.

60-plussers will support purpose-led advertising that aligns with the values of this demographic.

A GUIDE TO THE 60-PLUS CONSUMER

The You’ve Earned It/YEI Guide to the SA 60-plus Consumer gave us a clear understanding of the 60-plus audience. The YEI Consumer Guide speaks to the new trends of the SA 60-plusser, plus their needs and preferences, and is packed with data and insights emanating from the YEI surveys.

Research and data demonstrate that the Longevity Economy – or the Silver Economy as some call it – is transforming society. 60-plussers are deemed to be one of the highest contributing sectors to our society. Longer lifespans will revolutionise the way we live, offer incredible new opportunities, and require change in the way people plan and save.

Digital marketing campaigns are key opportunities for organisations to expand engagement with a valuable 60-plus senior audience, while tapping into the spending power of the growing number of 60-plussers in this country.

The perception of senior-centric organisations, including YEI, is that brands and marketers have been reticent to spend time and attention on the 60-plus consumer.

The late Mike Schüssler, South African chief economist, said way back in 2019: “Pensioners are becoming increasingly important in the South African economy. Pensioners account for about 10% of SA’s

businesses and organisations should tap into the spending power of the growing number of pensioners.”

Partnering with a relevant platform with specifically-created marketing campaigns that are in line with the needs and the characteristics of baby boomers is extremely worthwhile. You really don’t want to ignore the spending power of the South African 60-plus market!

The world of the 60-plusser is shifting in many respects. The global trend of “The Great Unretirement” is high on the agenda of many 60-plussers. Most 60-plussers understand the necessity of leading an active and healthy lifestyle, while older adults are embracing technology.

This is, without doubt, a vibrant market. There is no better time than now to truly understand this incredible generation. Our aim has always been to be a two-way conduit of information and opportunities into this niche market. In keeping with that, we are excited to expand our services through a partnership with Silvermine. Silvermine focuses on the strategy of how to engage the 60yr+ market, the type of content and campaigns to create and which channels to engage with both online and in real life.

According to Gregory Martin, founder of Silvermine, “If you’re not advertising to the Silver Economy you are missing a R600bn market undergoing exciting life changes with more disposable income than they have ever had in their lives”.

YEI platform links

You’ve Earned It/YEI Guide to the South African 60-plus consumer

YEI WhatsApp groups

YEI Media Kit – available on request

is the founder and director

You’ve Earned It /YE I, a digital media platform for South African 60-plussers. Hallett became a social entrepreneur by default, having been launched into the world of 60-plussers at high speed after coming from a 30-year background in academic recruitment. With research and writing as a long-time passion, it became evident, when researching this senior demographic – tagged the ‘Silver Tsunami’ – that this was a field she wished to pursue.

Marilyn Hallett

Digital marketers seem oblivious to affluent 60-plussers.

ON THE OFFENSIVE

SoundGen set the scene for a “a new narrative and discussion around audio creativity, technology, content integration and trends”. GLENDA NEVILL reports.

When did you last hear a great radio ad?

This provocative question from Terry McKenna at SoundGen that kickstarted a hell of an important conversation.

Mediamark’s Charlie Wannell emphasises that SoundGen was designed to show that creativity in the audio medium goes “beyond traditional jingles and straightforward messaging”.

“Audio is still often relegated too low in the creative funnel of creative agencies and marketers.

TV ads ‘converted’ to radio scripts or less than optimal production values or cheesy price and product ads are all too common,” she says, adding that McKenna believes the opportunity to connect with audiences through station and cultural context as well as language is vital.

“We explored innovative approaches such as immersive storytelling, personalised audio experiences, and the use of advanced sound technologies.

crowded audio landscape. However, the key takeaway is that while it is important to be daring, brands must ensure their messaging aligns with their values and resonates positively with their target

Industry leaders like Carl Willoughby and Garreth van Vuuren shared inspiring examples of how audio can evoke strong emotional connections and drive brand engagement,” Wannell says. “The discussions and live demonstrations showcased the endless possibilities for creativity in audio, proving that this medium can be as dynamic and impactful as any other.”

‘Offensive’ advertising, she explains, refers to brands pushing boundaries with bold and unconventional campaigns –not to offend, but to capture attention and score memorable wins.

“As opposed to being on the defensive and playing it safe, these brands are taking calculated risks to stand out in the

audience, much like a well-executed offensive strategy that leads to victory while maintaining the integrity of the team.”

Of course, the bottom line, or return on media investment (ROMI) is vital and also, Wannell adds, offers a compelling advantage over traditional ROI metrics, particularly in the context of audio.

“One of the key insights from SoundGen was how audio’s unique ability to create personal and emotional connections can drive higher engagement and brand loyalty, translating to superior ROMI,” says Wannell.

“Audio campaigns often require lower production costs compared to visual media and can reach a highly engaged audience through targeted channels

like podcasts and streaming services. This cost-effectiveness, combined with the intimate nature of audio, makes it an attractive option for brands looking to maximise their media investment while achieving meaningful impact,” she adds.

Wannell hopes SoundGen – and its audience of brand strategists, agencies and chief marketing officers – will lead to a renewed enthusiasm for audio media.

Strategists are likely to incorporate more innovative digital audio elements into their campaigns, exploring new formats like interactive audio and personalised sound experiences,” she says. “Additionally, the event fostered numerous new partnerships and collaborations, which we believe will result in a wave of creative and effective audio campaigns in the coming months.”

For Mediamark, the insights and information will be used to further champion the evolution of audio advertising.

What is clear, she says, is that SoundGen “underscored the importance of such a platform in advancing the audio industry. We want to curate a space for fresh content, new speakers, and cutting-edge innovations that marketers and agencies can use effectively in their strategies”.

What would such a session be without an element highlighting the power of sound? The SoundGen After-Dark programme featured Lira in her first performance since her stroke two years ago. It was in a “safe space”, as Lira described it, where she “engaged, cried and sang as the SoundGen guests held onto every word spoken, and every note harmonised”.

Lira made her comeback at SoundGen.

THE TRUTH ABOUT GEN Z’S EIGHT-SECOND ATTENTION SPAN…

Anesu Malisa unpacks the evolution – devolution? –of a generation’s viewing habits – and how to reach them.

Gen Z’ers are a generation that is simply less patient with the things that do not pique their interest.

Consider:

18 Years Ago: Less video consumption options = more patience with brand ads.

Versus ‘Today: More options = less patience with brand ads

Do I have your attention? Let’s get into it.

THE ATTENTION SPAN, TENSION POINT

If you’ve read up on Gen Z, you’re aware of the importance of short-form video content, which has to be quick, punchy and grab their attention in the first five to eight seconds – or you’ll lose them completely.

This has led to an avalanche of short form ads to drive engagement with the Gen Z cohort. But the fascinating thing is that they see most of our ads as white noise, standing in the way of the content they really want to watch.

THE KEY TO MASTERING GEN Z CONTENT?

Don’t get me wrong, some brands do get the short-form content game right – but I’d like to present an alternative way of looking at the anatomy of the content you should be creating to engage with Gen Z, and highlight the tools that will help land the message you’re trying to tell.

Are you ready to take this journey with me?

If the only way to get Gen Zs to

consume your content is by landing your message in the first five seconds of your video, and said videos is no longer than 20 seconds, then one should ask: what makes this consumer group gladly devote over eight hours of their day to binge a new season of their favourite show?

AS AGENCIES AND BRANDS, WE SHOULDN’T BE CRAFTING INFLUENCER BRIEFS WITHOUT INFLUENCERS BEING IN THE ROOM.

The problem lies in the fact that we see branded content as that: branded content, when we should be seeing branded content as, simply, content. When we start looking at the content we create as brands in the same way we look at content created by storytellers, we start asking different questions. It shifts the focus from fighting for Gen Z’s attention, to trying to pique their interest, because: If you pique their interest, their attention will follow.

This is based on the realisation that Gen Z’ers are a generation that is simply less patient with the things that do not pique their interest.

To best explain this evolution, let’s compare video consumption today, to what it was about two decades ago.

A TRIP DOWN MEMORY LANE

I’m 29-years-old, and I can recall ads, good and bad, I saw growing up. Some of my all-time favorites include:

• Lunch Bar – obvious

• Chicken Licken ‘begger’ commercial

• Cremora’s “It’s not inside, it’s on top’

• Clientele informercials

Video consumption looked very different in 2009. Back then, there weren’t many options for watching video content, which is we as consumers were more patient with distractions.

I would watch Dragon Ball Z on SABC 2 and had no choice but to sit through all the funeral cover, soap and toothpaste commercials. I also recall a time when you could only watch your favourite artist’s music video on channels like MTV – and had to patiently watch everything, in the hopes that the video you wanted to watch, eventually played.

My reality growing up pales in comparison to the world Gen Z lives in. With access to an abundance of platforms, and with greater control over their viewing experience, Gen Z can find the content they want, and watch it when they want to, with little to no interruption.

This has led to zero tolerance with anything that distracts from their viewing experience.

SO WHERE TO FROM HERE?

Understanding their triggers and motivations makes it easier to map a journey towards engaging with this generation.

First, we need to stop looking at branded content as its own content category; we should see it in the same light as all other forms of storytellingdriven content because, when it comes to Gen Z, our competition isn’t other branded ads, but rather all other forms of content they’re engaging with.

Second, if we’re to change our perception of the content we create, we’re also to change the goal we aim to achieve with that content. It’s easy to want to create content that grabs the attention of the viewer – but the aim should rather be, to pique their interest. Why? Attention-grabbing, on its own, leads to drop off. Attention grabbing is surface level. So, focus on grabbing –and holding – their interest by connecting to something deeper.

This is done through three foundation steps towards creative storytelling.

STEP 1: GET YOUR STORY STRAIGHT

Before building any comms for Gen Z, it’s important to answer the following questions:

• Who is the main character?

• What do they want?

• What obstacles must they overcome to get what they want?

Who is the main character?

Unfortunately, simply saying “Gen Z” is not good enough, as this will dilute communications and you’ll have no connection with any of them. More often than not, Gen Z is bundled together in one WhatsApp group, and the assumption is they’re all the same.

It’s this assumption that leads to generic content that has them scrolling past your content.

So, zone in on the type of Gen Z you’re speaking to. The best starting point is identifying their passion point. These are the things they allocate their time and money to, in the hopes of fulfilling their psychological needs.

Once you’ve identified the passion points, choose the Passion Point Profile that you want to speak to. It will either be:

The GenDoer: Gen Z’ers looking to turn their passion point into a stream of income

Or

The GenSumer: Gen Z’ers who leverage their passion points to connect with others, make them feel good, and escape from the stresses of their everyday life.

What do they want?

Once you’ve identified your character, dive deeper into what exactly they want. Already knowing which passion point profile you’re speaking to makes this easy to identify.

A GenDoer’s goal is to build their side hustle into their main hustle.

A GenSumer’s goal is just to connect with those they love through music and having a great time. What obstacles to overcome to get what they want?

This is the most important part, because

MORE OFTEN THAN NOT, GEN Z IS BUNDLED TOGETHER IN ONE WHATSAPP GROUP, AND THE ASSUMPTION IS THEY’RE ALL THE SAME.

every great story has conflict. To connect with Gen Z and land your brand or product story, you must have a clear understanding of their obstacles, because this is where brand aligment comes into the picture.

The brand is not the main character of the story; it plays a supporting role as the enabler of the main character, helping them to overcome the obstacles in the way of what they truly want.

STEP 2: CHOOSE A RELEVANT STORYTELLING VEHICLE

Once you’ve identified your character, identify the storytelling forms your target is already engaging with, and choose the vehicle that’s relevant for your brand. These include, but are not limited to:

• Comedic content

• Music

• Fashion

• Dance

• Cinematic storytelling

• Reality TV

STEP 3: PARTNER WITH THE MASTERS

Don’t be a hero. Team up with those who are proficient and proactive in the space you want to play in, and collaborate with them to produce authentic, interesting work.

Here, think influencers and content creators. They’re more than just individuals with a following who can create and push content to your desired audience. Given the chance, they can bring much value behind the scenes, and help you craft campaigns that resonate with your target audience.

As agencies and brands, we shouldn’t be crafting influencer briefs without influencers in the room – it’s much like crafting a recipe without the chef, who’s expected to cook the dish, present. Influencers could bring untapped value to the table, if you just made a seat available. Best advice for a brand or agency engaging with influencers and creative partners, is to clearly communicate the problem you’re trying to solve, and suggest possible solutins – then let them decide the path to take, and trust them to get the job done. And be open to having your idea evolve into something else, if needed.

Collaborating, creatively

Brands are making the shift to creative storytelling with attention-piquing content, by crafting stories that are relatable to a specific audience, using the right vehicles, and partnering with the right people

1. Samsung & @King.Grrrr Student focused campaign

2. GAP x Jungle feat. Tyla for the Linen Moves Campaign

Anesu Malisa

CashApp | That’s Money campaign feat Kendrick Lamar & Ray Dalio

Also known as The Blck Sparrow (*insert pigeon cooing noises*), Anesu Samsung Africa ’s head of Gen Z marketing, is a multi-hyphenate creative with experience in a wide range of Gen Z-focused marketing activities including research, influencer campaigns, branded digital content, brand partnerships, events and activations.

THE GEN Z CODE: ENGAGE,INFLUENCE, WIN

With $33 trillion to spend over the next decade, Generation Z cannot be ignored, writes MEGAN DU TOIT.

Suss, cancelled, ghosted… At 44, I find myself irresistibly drawn to the world of Generation Z, a group that lives and breathes in a digital sphere my body struggles to fully keep up with.

My interest isn’t entirely misplaced; my son belongs to this intriguing generation, and as a marketer, understanding Gen Z is both a personal curiosity and a professional necessity.

Who is Gen Z? Also known as postMillennials, iGeneration, or Zoomers, they represent the world’s largest generational cohort, making up a third of the global population. Their disposable income is expected to reach $33 trillion in the next decade, according to the Human8 SA Gen Z study, positioning them as a vital demographic for businesses.

Born into a tech-savvy world, Gen Z is always connected and well-informed, using online platforms to stay in touch and amplify their voices in movements like #MeToo and #BlackLivesMatter. Growing up amid social upheaval, climate change, and a global health crisis, they are vocal about mental health.

GROWING UP AMID SOCIAL UPHEAVAL, CLIMATE CHANGE,

AND A GLOBAL HEALTH CRISIS, THEY ARE VOCAL ABOUT MENTAL HEALTH.

Gen Z blends physical and digital experiences seamlessly, using platforms like YouTube, TikTok, Instagram and Snapchat daily. They are also exploring the metaverse through online gaming, virtual reality avatars, and engaging with digital disruptions like artificial intelligence gaming.

Ubuntuland. Create, socialise, play,

launch in October 2021, they have Africarare metaverse.

Megan du Toit

WHAT DO THEY CARE ABOUT?

Fighting injustice Gen Z is deeply concerned with socio-economic issues such as poverty, rising living costs, and crime. They prioritise diversity and inclusion, often willing to pay more for black-owned brands and those rejecting gender stereotypes. Being cancelled can be devastating for any brand.

Financial literacy The pandemic highlighted the importance of budgeting and saving. Gen Z values financial planning and upskilling through social media influencers such as Nicolette Mashile and Ivyn Sambo

Socialising via social media The pandemic increased Gen Z’s online interactions. They connect with friends digitally, and value equality in the virtual world. For example, 40% of Gen Z watches movies or series “apart-together.”

Brands that take a stand Gen Z expects brands to be socially responsible and transparent about sustainability efforts. They prefer brands that engage in social and political issues and are willing to pay more for inclusive and ethical practices. If you’re not upfront about your message, you risk being ghosted. Seventy-seven per cent of Gen Z is willing to pay more for brands using inclusive practices.

Mental health awareness Gen Z openly discusses mental health issues and supports the idea that it’s okay to talk about them. Spending most of their time on social media, they utilise platforms like TikTok’s #mentalhealthawareness hub to share stories, follow creators advocating for mental wellbeing, and get tips to avoid screen burnout.

Gen Z and privacy Gen Z is keenly aware of privacy, with 49% using encrypted messaging apps. The rise of VPN products such as NordVPN and Surfshark highlights how critical data protection has become.

They seek authenticity on social media, evident in the popularity of the hashtag #nofilter on TikTok and Instagram. They follow relatable influencers more than any other generation and view brands that aren’t transparent as suss.

WHY MARKETERS NEED TO PAY ATTENTION

Market size and influence Gen Z’s purchasing power is significant –and growing.

HOW SOME BRANDS LEVERAGED GEN Z INSIGHTS

39% OF GEN Z FOLLOWS INFLUENCERS FOR FINANCIAL ADVICE

Bettr x A New Culture of Money Gen Z expects brands to help them build financial resilience with accessible advice. Bettr.App, a banking challenger, launched #ANewCultureOfMoney in 2020 with the anthem #WeDeserveBettr. The digital banking app offers tools to manage spending and grow savings with zero monthly fees, merging gaming, content creation, and banking. Read more about it here

78% OF GEN Z FEELS THE PRESSURE ON LOOKS

Maybelline’s #BraveTogether Programme

Partnering with South African non-profits like Sadag, Maybelline New York aims to destigmatise anxiety and depression with its #BraveTogetherinitiative. The programme offers accessible support and resources, fostering a culture that supports those struggling with mental health issues. Read more about it here

77% OF GEN Z HAS ENGAGED IN METAVERSE ACTIVITIES

Volkswagen SA’s NFT Treasure Hunt Gen Z embraces brands that are present in the metaverse, but also enjoy offline interactions. The future will be about creating exciting experiences that seamlessly integrate the online and offline worlds. Volkswagen South Africa embraced the metaverse with an NFT treasure hunt to promote its new Polo model’s safety and intelligence features. The ‘Game On’ campaign blended online gaming with reality, offering real and virtual rewards, including a PS5 and tuition from the Volkswagen Advanced Driving Academy. Read more about it here

Long-term loyalty  Positive brand experiences during their formative years can lead to lifelong loyalty.

Trendsetters Gen Z shape trends and influences other generations.

Digital savviness Understanding their online behaviour allows for effective targeted campaigns.

Social responsibility Brands aligning with Gen Z’s values gain favour, while those ignoring these issues risk alienation.

Innovation and adaptability Gen Z quickly adopts new technologies, requiring brands to stay ahead of the curve.

Diversity and inclusion Authentic representation resonates with Gen Z.

HOW MARKETERS CAN SUPPORT BRANDS IN REACHING THIS GENERATION

• Embrace short-form video content: Use platforms such as TikTok, Instagram Reels, and YouTube Shorts

• Leverage influencer marketing: Collaborate with influencers who resonate with Gen Z

• Optimise for mobile: Ensure content is mobile-friendly

• Focus on authenticity: Provide genuine connections and honest communication

• Personalisation: Deliver unique experiences tailored to individual preferences

DISCARD TRADITIONAL MARKETING, EMBRACE ENGAGEMENT

Gen Z’s influence is undeniable, and their values, behaviours, and preferences are reshaping the marketing landscape. As marketers, we may need to move away from the traditional marketing funnel.

Brands must start with loyalty and sustainability before converting a Gen Z individual into a customer. By understanding and engaging with this dynamic generation, marketers can remain relevant and effective in a rapidly evolving digital world.

With over 13 years in digital marketing, Megan du Toit has achieved notable successes, winning awards and leading innovative projects with top brands. As head of Google Marketing Platform at Dentsu Performance Media , she spearheads analytics and data initiatives, ensuring clients experience measurable ROI. Her life’s philosophy: “Teach something, learn something.”

Social issues matter to this generation

BOOMERS ARE DOING MORE THAN SCROLLING AND SHOPPING

Don’t write off Boomers as technological dinosaurs, writes Stephanie Harlow. They’re exploring Instagram and TikTok in growing numbers.

In 2016, brands were told to “forget millennials” and focus on Gen Z. Four years later, they were advised to “forget millennials and Gen Z” to make room for the next bunch. In the race to stay relevant, businesses scramble to appeal to younger generations, often neglecting older consumers along the way.  Here’s why they shouldn’t. Not only are baby boomers spending

more time on social media, and regularly buying online – their spending power is unmatched.

FROM FRIENDS TO INFLUENCERS

While Facebook is still their long-standing favourite, the number of Baby Boomers who regularly use Instagram and TikTok is climbing. Their growing engagement with video-based apps is ultimately refining their approach to social media, which is

Stephanie Harlow

becoming more about entertainment and brand engagement. See chart 1

WHAT’S HAPPENING AND WHY?

As their social media footprint expands, Boomers are becoming more enthusiastic about commercial content. In the US, the number who say following influencers is a top reason for using social platforms has grown 22% since Q2 2021. Older influencers have been capturing attention on various apps too, using them to defy ageist stereotypes and even inspire young adults. Lifestyle influencers like Barbara Costello, Lynn Davis, and Gym Tan are just a few standout names with millions of followers between them.

JUST BECAUSE GEN Z ARE THE SHINY, NEW AND ELUSIVE CONSUMER, DOESN’T MEAN THEY’RE THE ONLY ROUTE TO REVENUE SUCCESS.

The number of baby boomers who use TikTok has grown 57% since 2021. The way boomers use social media is changing, so brands’ approach needs to change too. An example of a company adapting well is Trinny London, whose social-first strategy aimed at older women has yielded an online community of 90 000+ people on apps like Instagram, and contributed to its £50 million turnover

“In the last decade, we’ve seen the digitisation of Baby Boomers. Daily mobile time has increased 2.8x since 2013, while time on social has increased +68%. Businesses can now confidently evolve their marketing strategy toward older target audiences too,” says Andy Childs, head of strategy at Meta

SHOW ME THE MONEY

Who’s more likely to shop online: Gen Z or baby boomers? The answer may surprise you. Globally, boomers are more likely to say they buy new products online each week, own a credit card, and have high purchasing power. See chart 2

WHAT’S HAPPENING AND WHY?

Despite all this, advertising (as it stands) doesn’t resonate well with them. Baby boomers are the generation least likely to feel represented in ads, and to report buying brands they’ve seen advertised, which makes sense.

THE NUMBER OF BABY BOOMERS WHO USE TIKTOK HAS GROWN 57% SINCE 2021.

According to research by CreativeX, the majority of older groups featured in ads appear in family or domestic settings, with less than 1% being shown in professional environments.

This means advertisers aren’t reaching the 24% of employed boomers who describe themselves as career-focused, the 35% of grocery-shopping boomers who say they like to explore the world, or the 31% of clothes-buying boomers who are interested in live events.

On the whole, the more represented consumers feel, the more responsive they are to marketing. So there are obvious

benefits to businesses tweaking their approach and working to represent older generations more authentically.

WHY SHOULD BRANDS CARE?

Just because Gen Z are the shiny, new, and elusive consumer, doesn’t mean they’re the only route to revenue success, especially in a climate where shoppers are feeling the pinch.

Consumers who are running low on savings might take more convincing to part with their cash.

Smart brands won’t just look to younger consumers for a lifeline; they’ll make a conscious effort to engage with groups who have money now, are online, and actively shopping.

Stephanie Harlow is a senior trends analyst at GWI . She’s a pottery prodigy who loves to thrift. When she’s not looking for antiques, you’ll find her hunting for trends.

ISOFTWARE WILL DIGEST THE WORLD

JOHANNA McDOWELL has some observations on the future of media and media agencies – from the AdForum New York summit to Agency Scope’s global trends.

n New York in May we learned some interesting facts and forecasts from two global leaders in tech and media – the Brandtech Group and Media Monks.

From David Jones of Brandtech, we learned how quickly AI is developing and how it is being embraced by corporate leaders, people in general and, of course, the marketing and advertising community.

Brandtech demonstrated how imagery has dramatically improved in the past 12 months – and this is only the beginning.

Here is why Jones believes that AI will change the world:

• The tech companies are saying it

• Company leaders are saying it

• People are saying it

• It’s a horizontal – not a vertical –it can apply across everything; it’s not a platform

• Its quality is already amazing and its imagery – for example – has dramatically improved – and very quickly, too.

• But how do you exceed expectations when everyone can create their own ads?  It’s not about what can be created but how it is created.

Media Monks is the purely digital agency brand of S4 PLC that consists of 8 600 digital natives across one global team. They combine media, data, social platforms, studio, experience brand and technology services to help their clients continuously reinvent themselves through increasingly rapid cycles of disruption.

Eight out of 10 of the world’s most innovative companies work with Media Monks.

They focus on:

• Brand performance

• AI business transformation

Media Monks was Ad Week’s AI agency of the year – the first time this award ever happened.

They believe that AI can out-produce us – currently can beat any work done by a manual media planner. Also that AI can out create us – “software will digest the world” and therefore the question of ethics is an important one.

Naturally they have developed their own tech: Monks.flow – an AIcentric professionally managed service for marketers.

Its usages are:

Brand integrity

Global consistency

Collapsing the cost of creativity

Effectiveness and conversion

Media buying and planning which will become more direct and have less need for digital media agency buyers. AI will handle most of this via algorithms.

More pipeline

Fewer people

• More insights, much quicker and leading to a faster strategy

• Output- and outcomes-based commercial approach

From AGENCY SCOPE Global Trends, a presentation that Cesar Vacchiano shared with us at one of our masterclasses two weeks ago, we learned that globally, more than 50% of CMOs want to see media and creative in one agency together.

The move and need for integration is stronger than ever especially as budgets need to be efficiently spent and consolidated.

In this market we are also seeing clients wanting to keep their media and creative work under one roof – with a strong need for media direction happening during the development of creative campaigns. Data is one of the key drivers for this.

Over and above the need for an integrated agency, CMO’s also want to work with agencies who are good ‘integrators’, i.e able to manage and integrate all of the client partners for the benefit of the brand.

The opportunity for media agencies here is to become more and more seen by clients as the lead agency and the one that is able to co-ordinate all of the other moving parts.

2024 is certainly going to be a year of great change.

With a reputation as a top advertising pitch consultant in South Africa, Johanna McDowel l founded the Independent Agency Selection (IAS) in 2006 and built it into a thriving and respected business, along with sister company SCOPEN. She advises key global brands and their marketers on selection and retention of advertising agency partners who will go the distance. Her distinguished career has spanned over four decades in advertising agencies in the UK and South Africa.

Johanna McDowell

AGENCIES, REBOOTED

We asked media agencies if the current business model is fit for purpose, or if it’s time for change.

A model of transformation

NXD, soon to be Naritive, began as a run-of-the-mill digital media agency but quickly pivoted towards shaping the next generation of media solutions. Our journey started with Mettlestate, a passion project turned powerhouse, boasting 300 000 subscribers among gamers and esports competitors across the continent.

More recently, we’ve unleashed our own arsenal of media-optimised creative solutions set to revolutionise the way we approach ‘traditional’ digital and performance media on a global scale.

But amid the buzz of innovation and AI, whispers of a crisis echo through the industry. Boutique and specialist agencies, once stalwarts of creativity and expertise, are closing their doors.

Even the industry behemoths struggle to find relevance in a digital landscape that demands lean commercial arrangements and cutting-edge technology for competitive campaign

execution. It seems Pandora’s Box has been opened, and the traditional agency model is on the ropes.

Yet, from the same box, hope also emerged. Agencies, now more than ever, must innovate to survive. South African developers and marketers, armed with bold ideas and informed opinions on effective marketing, lead the charge – both locally and abroad.

transcending traditional agency and media owner boundaries.

So, what should business models look like in this evolving landscape?

The industry teems with new talent, fostering an arms race of innovation that disrupts the status quo, giving rise to new voices and visions.

In our experience, every pitch with agencies sparks a dialogue on fostering intimate partnerships and collaborative innovation. Agency strategists no longer focus solely on channel strategies and media schedules; they envision pioneering technology solutions owned by clients,

Talent and skills demand a blend of creativity and technological prowess. Stronger links with ad agencies necessitate collaborative innovation for purpose driven solutions. Is the current agency model fit for purpose? Perhaps not, but it’s evolving. As for the future? It’s shaped by those who dare to innovate and collaborate, harnessing future thinking technology, rather than letting it run away with us.

In this ever-changing landscape, the agency model isn’t dead – it’s adapting, evolving, and ready to shape the future of marketing.”

Simply put: embrace flexibility

The future demands more agile, tech-focused, transparent and fully integrated agencies that can adapt quickly and offer tailored solutions. This will likely involve new technologies, upskilling their workforce and adopting more flexible business models.

There is a growing trend towards closer collaboration between creative and media agencies, driven by the need for cohesive and seamless campaigns across various platforms.

Rapt Creative’s fully integrated team combines creativity, media, and technology

into a unified approach, focusing on client-specific solutions, agility, collaboration, data-driven strategies, innovation and talent. This model aims to simplify and streamline processes, ensuring effective and efficient marketing campaigns.

Agencies that invest in cuttingedge technologies – such as AI, machine learning, and advanced analytics – can offer more precise targeting, better measurement, and enhanced creative capabilities.

Traditional agencies must embrace flexibility,

simplification and technology integration to stay relevant. Collaboration between creative and media agencies is increasing and should continue to meet the complex demands of modern marketing.

Technology, if harnessed effectively, can be a powerful enabler rather than a runaway force. Agencies that can navigate these changes and integrate these elements will be well-equipped for the future.

Nicolas van Zyl is managing director of Naritive

Anke Nel is head of group media strategy at RAPT Creative

Nicolas van Zyl

Anke Nel

New rhythms, fresh beats

The media agency world is undergoing a seismic shift.

Traditional agencies, long the giants of the industry, now face nimble upstarts that thrive on agility and tech prowess. This transformation isn’t just a trend – it’s a necessity. Clients today demand more flexibility, integration and speed. They’re over the cumbersome, siloed models of yesteryear.

Imagine media agencies as old-school orchestras: grand, but slow to adapt. In contrast, the new breed is like a jazz ensemble: quick, creative, and always in sync.

Traditional agencies still play a vital role, but they need to jazz things up. The future agency model should be a hybrid, blending strategic depth with the nimbleness of specialists. This means fewer partners, but better integrated, delivering bespoke

solutions instead of cookiecutter campaigns.

Creative and media agencies need to drop the turf wars and embrace collaboration. The clients want harmony, not a cacophony of disjointed efforts. Integration should be seamless, like a perfectly mixed cocktail—each ingredient enhancing the other.

So, where should media agencies be headed? Towards a future where flexibility and integration are the norms, not the exceptions. Where creative and media teams are in a constant dance, producing campaigns that are as cohesive as they are impactful. Where technology is a trusted ally, not a runaway train.

Now, about technology. It’s not running away with us; it’s the unruly teenager we need to tame. AI, data analytics, and automation are fantastic tools, but they require savvy hands. The trick is to harness these technologies to enhance creativity and strategy, not replace them.

Agencies must invest in upskilling their talent to master these new tools, ensuring technology serves to streamline and innovate rather than complicate.

The agencies that can blend the old with the new, the strategic with the agile, will thrive. It’s time to get jazzy, ditch the silos, and embrace a future that’s as dynamic and integrated as the media landscape itself.

The future isn’t just coming – it’s here, and it’s demanding a new tune.

Petra Mc Cardle, CEO of Wetpaint Advertising

Collaboration: key to big wins

Abusiness model answers questions that are crucial for strategic decision-making and business operations. It should always focus on these components: value proposition, value delivery and a profit formula.

The Hive Group was developed with the sole purpose of delivering an integrated approach to modern marketing by combining creative prowess with technological innovation. What differentiates the group is its ability to cater for both creative and technical elements of marketing.

Skills and talent are the lifeblood of any organisation, driving creativity, innovation, and success in everevolving industries. What we look at

from a talent and skills perspective is a blend of digital know-how, data analysis, creativity, adaptability and teamwork. Partnerships and developing strong industry relationships is crucial in amplifying brand reach, diversifying customer bases and enhancing brand credibility developing closer ties with advertising agencies can improve cooperation, increase customer satisfaction, open doors to new markets and clientele, and foster innovation

The converging needs of clients across Africa in a digital-driven marketplace has resulted in the formation of The Hive Group, which comprises of Tech Hive and Idea Hive. This makes it possible for Idea Hive to continue offering the cutting-edge marketing solutions it has developed over the previous 10 years, focusing on

growth-oriented content and creativity that elevates brand visibility for customers.

The demand for data-driven insights, tailored messaging, performance assessment, and efficient communication is driving a closer partnership between creative and media firms. In today’s dynamic and fast-paced advertising climate, creative and media agencies may generate more successful and impactful campaigns for their clients by collaborating closer.

In order to provide clients with integrated, data-driven, and successful campaigns, creative and media agencies have several opportunities to improve their cooperation even further. Agencies can discover new opportunities and achieve greater success in the dynamic world of advertising and marketing by adopting a collaborative mindset and actively seeking out innovative methods to collaborate.

Sizwe Dlamin i is managing director of The Hive Group

Petra Mc Cardle

Siswe Dlamini

The adtech revolution: industry’s latest game changer

Adtech organisations sit at the very edge of innovation and the evolution of marketing. Artificial intelligence (AI), machine learning, the rise of data alongside the demise of the thirdparty cookie, have reimagined contextual messaging, creativity, and campaigns at scale. And agencies are set to embrace the change.

The deal volume among adtech and martech companies saw an increase of 82% year-on-year, despite concerns the sector wouldn’t cope with the changes in third-party cookies and the introduction of privacy-focused targeting solutions.

It’s an exciting time, heralding a massive paradigm shift. We’re living on the edge of change –and it’s healthy for development. Truly innovative companies are creating a new narrative. If companies respect this change and interrogate how they can work with the data – especially with regards to keeping it clean, private and secure – then the future is better for everyone.

and privacy have become extremely important in the Information Era, and adtech companies need tailored, contextual audiences, enhanced firstparty data collection and finding novel ways of using these touchpoints to

from an insurer, from a retail giant –the market is open.

Of course, the data trend doesn’t stand in isolation. Artificial intelligence (AI) and machine learning are the gold standard in trends redefining the scale and scope of adtech today and in the future. AI, particularly generative AI has seeped

It is the maturation of adtech, particularly in light of the demise of third-party cookies and the irresponsible collection of data. Consumer consent

discover new ways of connecting with markets and customers.

When it comes to the retail sector, first-party data stands as a cornerstone of understanding customer behaviours, preferences, and patterns. It is a great example of how first party data can be used and is, to use a great analogy, eating into Meta’s lunch in 2024.

Budgets are moving away from Meta towards companies that have access to large quantities of first-party data, such as retailers. What’s also important to note is agencies and other media buyers aren’t under threat, as evidenced by the growth statistics; they’re still purchasing media, but the publishers have changed. Media can now be bought from anyone with first-party data, it could now be

BUDGETS ARE MOVING AWAY FROM META TOWARDS COMPANIES THAT HAVE ACCESS TO LARGE QUANTITIES OF FIRST-PARTY DATA, SUCH AS RETAILERS.

into every industry and the change it’s introducing is as significant as the mobile phone – the ways in which adtech and marketing organisations leverage data and technology is about to fundamentally change, if it hasn’t already.

Technology is only as good as the foundation it’s built on. Deftly weaving data science and creativity together, adtech partners like Flow are connecting the digital dots.

It’s the blend of skills, expertise, and technology that is creating the next generation of adtech. This is the best way to stay ahead of, and benefit from, the changing shape of the industry.

Gil Sperling and Dan Levy, co-founders and co-CEOs of data-driven adtech company, Flow

Gil Sperling and Dan Levy

WHAT DOES yOUR BRAND SOUND LIkE?

asks CEO: Radio at Kagiso Media, Nick Grubb.

In South Africa, we have just experienced one of the best growth years the radio market has ever seen – 15% market growth in a macroeconomic context that has hardly been enabling.

Radio operators in the United Kingdom (UK), Netherlands and Australia – to name a few – are also experiencing material growth in their sectors.

Surely, as a ‘traditional’ medium, radio should be having its pocket money stolen by the new kids on the media block? How can it be seeing a revenue growth curve that is the envy of even the tech giants?

The obvious answer is not just the continued resilience of radio’s appeal to audiences, but also the massive growth in audio options available to consumers. This audio ‘soundtrack’ to their day provides an unparalleled opportunity for brands to reach

the hearts of their consumers via their ears.

It’s no surprise then that savvy brands have an audio plan as a core part of their strategy.

Effective use of the medium requires an understanding of its fundamental appeal, its audiences and the new habits and technologies that are part of its evolution.

HOW TO CREATE SUCCESS

Below are what we believe are the five things agencies and marketers can do to create success and “win from ear to ear …”

1. Give your brand a sound

Do you or your clients have an immediately recognisable audio identity?

If so, what image does it conjure in your mind? If not, what tones, tempos and timbre would sum up the various attributes that your brand embodies?

Given the huge growth in voice search

and audio entertainment channels, it is still amazing how few brands have taken the time to craft a sonic identity. Even something as simple as keeping consistent voices and vocal styles across all their ads. Audify (an industry collective to promote radio and audio) in the Netherlands did a campaign to ask brands what they sound like. Accompanied by various arguments for audio’s unique ability to reach, emotionally engage, and trigger purchase behaviour, posing this question triggered an almost 30% market growth over the last three years. This is an important part of any brand’s identity.

2. Localise

Radio stations aggregate diverse individuals around their content, but

Nick Grubb

they are united by something – be it music taste, language, broad income category, desire for information, and so on. These common motivations differ from station to station, and the core listeners of a particular station always desire or at least appreciate a feeling of connection to the others through the station’s efforts to engage, entertain and inform. So why are so many radio campaigns run in a uniform voice, style and call-to-action nationally, perhaps only with language variations from one format to the other? At an international conference, a top CMO in the UK (an ex-South African) said he distributes basic copy for his radio ads to radio stations across the UK and asks each of them to adapt it to employ the local phrases and record it with local accents. All are in English, but every station has a “personality” and leveraging this exponentially deepens connection, relevance and conversion. Most stations provide recording options. It’s a small additional cost per campaign, but it’s worth it. Your CCO knows how to bring the brand alive, while your radio partner knows how to help deepen the reach into community connection.

3. take the time to test You’re still resolute on doing one generic campaign? Ensure this is not likely to score any own goals by understanding how consumers in your market are reacting to content right now. What hits home for Gen X doesn’t necessarily work for Gen Z.Take stereotypes for example. A recent neuroscience study conducted by the Kagiso Media Soundinsights team showed that Jacaranda FM listeners are switched off completely by stereotypical accents yet many of us older folk have grown up with this as a staple of advertising comedy. “No more” is the unequivocal message across all ages and genders. Copy and creative testing is available with many media houses – its key to what we offer clients. However, clients tend to overemphasise testing visuals and very little attention is given to how a brand sounds. According to a recent study conducted by Kantar and WARC, creative quality plays an important role in ROI and ROMI (https://www. kantar.com/inspiration/advertising-

THE CORE LISTENERS OF A PARTICULAR STATION ALWAYS DESIRE OR AT LEAST APPRECIATE A FEELING OF CONNECTION TO THE OTHERS THROUGH THE STATION’S EFFORTS TO ENGAGE, ENTERTAIN AND INFORM

media/the-art-of-proof-how-creativequality-drives-profit). It found that the most creative and effective ads generate more than four times as much profit. Copy testing is critical in providing creatives a resource to gain a better understanding of what hits and what misses from market to market, and this is becoming more important for the sound of a brand. A clear and distinct sound is likely to lead to brand attribution and greater mental availability.

4. catch the memes

Big brands often have highly reactive teams monitoring socials for opportunities to be relatable and generate conversation off the back of random zeitgeist-scratching moments. For example, the KFC wedding proposal or the ‘Stronger’ campaign in memory of late South African rapper Riky Rick. Radio has often been at the forefront of these localised human-interest flashpoints and, in many cases, has organised them from start to finish. Yet, in our experience, there is not

the same responsiveness by brands to jump on board those acute story-arcs. If they did, they would create much more profound association with the communities. Recently, Jacaranda FM formed a ‘Dad Band’ (like a boy band, just with more back pain and less hair) over a month with a live performance on the Friday morning before Father’s Day. It was a smash hit with listeners – from recruiting the members and speaking to their families to going through the choreography, styling, vocal preparation and performance. It was radio, video, social media, live performance to an audience – completely multimedia, organic and feel-good content that would have provided enormous exposure for the right brands in addition to making it clear that despite being a national brand, it was locally engaged. Stations don’t do a good enough job of keeping brands informed about these things – originating as they do often from the programming and content teams –but likewise, agency and marketing channels are often too constrictive and should be more agile to take advantage of these kinds of things.

5. capture the imagination, then engage on every channel

All great campaigns are founded on a great, relatable, appealing idea. Yet so many campaigns are originated as channel-specific – this only brings them to life in one dimension. Build the idea into something epic and let each channel to consumers effectively be a new door or window for them to access and experience the concept. Radio companies are multimedia companies. On the station, there are numerous ways – live and recorded –to engage audiences. Then there are video productions, digital publishing platforms, social media options, live activation opportunities, podcast productions, and so on. Use the whole ecosystem to bring the campaign to life.

Media companies have long understood that their audiences have particular tastes and habits, and to maximise success for their clients they must take on the responsibility of shaping promotional activity to their market. More marketers should lean on these resources to maximise their results. this is sponsored content.

UNCOMFORTABLE TRUTHS

It was right at the start of the first lockdown in April 2020 that Deidre King took charge of Kagiso Radio’s Jacaranda FM. Oddly enough, although she was an experienced marketer, radio was a whole new world to her.

King had done time with Nando’s as general manager of brand experience IMEA and head of marketing and communications (Africa) for The Walt Disney Company. “I’m really looking forward to feeling uncomfortable and learning new stuff,” she said at the time.

Little did she know that the first time she would sit in her new office on her new chair at her new desk, she would have her first uncomfortable experience.

“I literally used to hero worship Alex (Jay, who hosts The Workzone on Jacaranda on weekdays). Remember when he did Pop Shop on TV? Oh, my goodness! We adored him. I had a poster of him on my bedroom wall.

“So anyway, Covid-19 hits and I start this job in Level 5 lockdown. It’s a bit of a shit show. I come into the office one day, because I think I should get a feel for this office that is going to be mine.

Deirdre King left her comfort zone for the unknown world of radio –as the pandemic hit. Now, Jacaranda FM’s managing director shares deep insights on radio’s biggest hits and misses with Glenda Nevill.

“Only talent was allowed to come into work. I didn’t allow anybody else to come in. So, I’m sitting at my desk, which is at the far end, at the bottom of a corridor, when I hear this very famous voice say, ‘Is the boss actually in today?’

“I had the weirdest feeling; I just flashed back to the poster on my wall at 16. And I was like, this is too bizarre.”

Being the boss she is, she clearly handled the encounter with aplomb, but the story led to King’s strong views on radio talent right now.

“If I take, a bird’s eye view over our industry, I actually do believe there’s a lack of great talent in radio. I think there are some standout stars who are really

SOMETIMES, I FEEL THAT MAYBE RADIO IS NOT PERCEIVED AS SEXY ENOUGH FOR AGENCIES. THERE’S A TENDENCY TO TAKE THE TV VOICEOVER AND JUST SLAP IT IN.

amazing, and there are a lot of strong, older presenters – but are we seeing that in the younger presenter? No – and I think we, media owners, are to blame,” she says.

A provocative statement, for sure. And she’s got more.

TURN UP THE TALENT

“It is certainly our responsibility and I feel quite strongly about this,” King continues. “It’s our duty to be growing that young talent through internships, and development slots on air. I have a bench with some young talent that we bring in on weekends, or night shows…”

One of the problems, she points out, is that influencers think because they have influence, they can also be effective radio presenters.

“I don’t think that is necessarily correct,” says King, “I think people think it’s easy just to switch on a mic, you know – but radio personalities need the ability to engage with all generations. They’ve got to form emotional connections with their audiences, and create that trust that radio is so well known for.”

It takes skills – a number of different ones – to be effective, she says (“How appalling are some interviews that you hear on air? And you go, oh my goodness. Shocking. Shocking.”) And, most importantly: “You’ve got to have the personality.”

Jacaranda FM presenters, she says, must be highly adaptive, “because you might have planned your show; your producers planned your show, and driving in, something big happens. You’ve got to be agile enough to turn, on a tickey.

“You’ve got to be creative and passionate. You’ve got to be reliable, because if you’re the guy that’s switching on the first mic for breakfast and you’re not there at 5.30 in the morning, that has a huge impact. And then you’ve got to have technical skills because you’ve got to run that desk,” she says.

Jacaranda clearly gets the mix right.

“When you look at the different demographics, we are seeing mobile phones playing a much larger role, certainly among the younger generation or our younger listeners,” says King. “They consume audio, or radio and audio, quite differently to the way we’re traditionally used to consuming it.”

Jacaranda has a wide demographic. “I think there’s often the perception, certainly living up here (Gauteng), that Jacaranda is this white Afrikaans radio station – actually, our audience is 53% black,” she says.

STEER STRATEGIC CONNECTIONS

King passionately believes audio strategies need to change to encompass younger listeners. “What we are seeing is the shift in devices; it’s quite notable that audio strategies need to change. And I think agencies and clients need to change their audio strategies to meet their younger listeners, because they are consuming quite differently.”

Kings says Gen Zs are blurring the line between consumption and creation. And they’re consuming more music than any previous generations. “So, certainly, music radio stations, I think, win.”

Recent research for Jacaranda showed radio is still used to discover music. “I think we audio radio providers and also agencies need to really have a look at how Gen Z is sharing playlists, because they’re definitely engaging a lot more.

“As marketers well know, you must meet your audience where they are, not where you think they might be.

“What’s interesting, is that Gen Zs are discovering us on TikTok. Jacaranda went onto TikTok with a dedicated strategy, and we’ve seen a remarkable upswing in our Gen Z listeners. So, in my mind, radio has to have a holistic ecosystem.”

Another aspect of the current audio climate is creativity in radio advertising. Or lack of it. “Sometimes I listen to the radio, and hear some ads and I just cringe,” she says emphatically.

So where does the problem lie? “When I lived in Cape Town a thousand years ago there was pride in being a radio producer; the same kind of pride as if you’re a TV producer within an agency. I don’t know what has happened.

“But sometimes, I feel that maybe radio is not perceived as sexy enough for agencies. There’s a tendency to take the TV voiceover and just slap it in. Agencies should be designing adverts that work on various platforms, because then you’ll get the highest efficacy. So, I do challenge creativity in radio. I think it needs to be challenged,” King says.

CHALLENGE CONVERSATIONS

She recently presented SoundGen, a masterclass, at a Mediamark –Jacaranda’s sales agency – event (see story on page 31)to an audience comprising CMOs, marketers and agencies.

King says the sessions delivered interesting insights and education into the advancement of radio and audio, as well as some challenging conversations. “What was fascinating was having some creative going: ‘This is what we should be doing in audio,’ because they are creative directors and creatives that love the media.”

Which begs the question: Are agencies keeping pace? Because obviously media owners deal with agencies all the time. It’s a symbiotic relationship.

“Perceptually, agencies and clients seem to think TV and digital are in the spaces where they should be. But the reality, and the delivery of other platforms, shows that this is not true,” says King.

INTERESTING DYNAMIC

“We don’t have an internal sales house, as sales are done by Mediamark, so it’s quite an interesting dynamic. In terms of engaging with agencies and clients, the strategy is to keep the client’s brand at the centre of the relationship.

“If you have an open, transparent

relationship, everyone feels comfortable to co-create a campaign that we know will work for the client. The agency knows the campaign idea, the big idea, and the client knows at the end of the day that they’re going to win on all metrics,” she explains.

And what’s clear is audio owners must have a holistic ecosystem. “You’ve got to be available everywhere in whatever format. And of course, then the content creation is different for each format.

As King says, “Radio is no longer just radio; it’s a complicated content business.”

Still, there’s nothing quite like an old school transistor radio. King says, “I actually bought one the other day. I found this beautiful retro-styled transistor radio that has Bluetooth capability. It’s got

Deirdre King

THE OLYMPIC GAMES: A GLOBAL STAGE FOR LOCAL BRANDS

Amy Daley outlines the massive opportunities, and returns, brands in a sports-mad nation can leverage by investing in a major international sporting event.

South Africa’s history at the Olympics reads like a long love letter from a sports-mad nation. Since we first competed in 1904, our athletes have won 89 medals, including 27 golds. When we hear familiar names like Chad le Clos, Caster Semenya, Penny Heyns and Tatjana Schoenmaker (now Smith), our collective pride shines through, happily bypassing any challenges our country faces.

The Olympic rings are universally recognised, representing excellence, unity and the pursuit of dreams. This year, our team heads to Paris to fly our flag once again, and the nation will be glued to their screens, rooting equally for our frontrunners – including former medallists like Tatjana Smith and the Blitzboks – and rising stars like Prudence Sekgodiso, touted to follow in Caster Semenya’s footsteps in the 800m race.

BY ALIGNING WITH THE COUNTRY’S ZEITGEIST AND CREATING MESSAGING THAT RESONATES WITH THE FANS’ MINDSET, ADVERTISERS AND SPONSORS CAN GO FOR GOLD.

The Olympics attract a massive global audience, presenting a golden opportunity for local brands to expand their reach. By aligning with the country’s zeitgeist and creating messaging that resonates

with the fans’ mindset, advertisers and sponsors can go for gold. This is an opportunity to enhance the experience for local audiences, tap into new markets or even forge international partnerships to drive export growth.

INVESTING IN NATIONAL PRIDE

Bidvest has taken this year’s spot as the Official Partner of Team SA for the Paris 2024 event. With careful planning, creative marketing and a strong focus on feel-good storytelling, local companies can leverage the Olympics to achieve significant brand recognition growth.

Sponsorship deals, athlete endorsements, limited-edition Olympicthemed products, broadcasting banners, squeeze backs; all can significantly enhance brand visibility and affinity.

According to Nielsen SA Fan Insights, 81% of South Africans are aware of the Olympics, and 45% express interest, showcasing the event’s broad appeal and potential for high engagement.

(See chart 1)

Digging even deeper, Nielsen Sports InfluenceScope highlights the most influential and watchable athletes, giving

brands powerful insights into which events and personalities offer the best alignment opportunities and reach.

The Olympics provide fertile ground for inspiring stories of athletes overcoming challenges and achieving greatness.

THE OLYMPIC EFFECT

Pre-World War 2, African American Jesse Owens snatched the Gold Medal for the long jump – right in front of Adolf Hitler at the 1936 Games in Nazi-ruled Berlin.

In the early 1980s, boxing fans watching the Junior Olympics saw history in the making when controversial boxing legend Mike Tyson won every fight by knock-out – breaking a record for the quickest Junior Olympic knock-out ever (eight seconds).

In 1984, the world was at odds following a collision between South African Zola Budd (representing Britain in the Apartheid era) and fellow athlete Mary Decker Slaney.

The Games’ first outing as currency for participating brands came in the 1960 Rome Olympics – the first to be televised. This historic event was also the first to include a brand endorsement by an athlete.

Nielsen Sports SA data reveals that the 2020 Tokyo Olympics – which took place

Amy Daley

in 2021 – a historic postponement due to the pandemic – saw live and secondary broadcasts of the Summer Olympics reaching one-third of the total linear TV universe, making it the second-highest most watched event in 2021, attracting a diverse audience nationally in South Africa and three billion worldwide, according to the International Olympic Committee.

THE SOUTH AFRICAN STATE OF MIND

South African audiences are unlike any other. We are all commonly affected by exclusively local factors like load shedding and regional politics. The country is among the top three nations with the most official languages in the world and is truly one of the most diverse places on the planet.

For all our quirks and differences, however, sport is the common denominator that unites us all – regardless of home language. The recent AFCON soccer tournament broke viewership records, exceeding those of the 2023 Rugby World Cup, which saw the national team’s record-breaking fourth World Cup victory.

MARKET PRIMED FOR GROWTH

Brands that couldn’t capitalise on those groundbreaking events still have many upcoming opportunities to connect with consumers. Nielsen Fan Insights data proves that the Summer Olympic Games enjoy a consistent level of awareness and interest amongst South African viewers, with peak top-2 interest levels indicated at 48% in February and May 2023.

The build-up to the Summer Olympic Games, to be held in Paris from 26 July to 11 August 2024, is likely to see both awareness and interest levels increase beyond the current 81% and 50%, respectively, over the next 10-12 months. (See chart 2)

It’s important to note that the Olympics have more staying power with viewers than many other sports events. Interest levels in the 2020 Olympics remained high for a prolonged period even after the event ended, as seen in Nielsen Fan Insights data, which showed interest peaking six months after the last Summer Olympic Games event.

A MARKET PRIMED FOR GROWTH

The recent Olympic Marketing Fact File, 2024 Edition, shows a substantial increase in media spending and sponsorship revenue for this global event, highlighting

its continued appeal and advertisers’ adaptability to changing consumer habits.

Sponsors, brands and fans keep flocking to the event, encouraged by rising online streaming platforms and social media spending – driving more creativity and diversity in advertising. Streaming platforms have unlocked new opportunities for targeted advertising, moving away from one-size-fits-all approaches, allowing brands to target younger audiences like Gen Z with campaigns that align with their values.

Small-to-medium brands are no longer excluded at a local level, because online platforms tend to offer more accessible pricing.

Additionally, brands are increasingly partnering with individual athletes for influencer campaigns to reach wider audiences on social media. This year, the Olympics are also expected to focus more on sustainability, which may attract

As the results-driven chief operating officer of Nielsen Sports SA , Amy Daley maximises sponsorship ROI through data-driven insights, streamlined operations and a commitment to fostering a growthfocused team culture.

advertisers looking to align their brands with environmental and social responsibility.

FOOD FOR THOUGHT

While the Olympics offer immense potential, brands must approach this opportunity strategically. Securing sponsorships are costly, and competition for consumer attention is fierce. Creative, data-driven marketing campaigns and careful planning are essential. Additionally, brands must ensure their Olympic involvement aligns with their values and resonates authentically with consumers.

For the inside track on fan data and a revealing peek into how they think, why they cheer and where they live, Nielsen Fan Insights brings together a unique combination of data sources delivered in a single connected platform.

Armed with the knowledge your brand needs to go for Olympic Gold.

Let the games begin!

Chart 1

Chart 2

IS THERE SPACE FOR EMOJIS IN THE MODERN WORKPLACE?

Nothing has had a more profound effect on communication than the digital revolution. From the days of face-to-face meetings and snail mail to the era of instant messaging and virtual conferencing, the evolution has been seismic. Marian Scala discusses how the digital transformation has not only changed the tools we use, but fundamentally altered the nature, speed, and depth of business communication.

The phrase ‘lost in translation’ has never had the potential to ring more true than in today’s business landscape. Consider the fact that our workforce is made up of six generations. That’s a wide range of people who must contend with constant changes to their day-to-day work lives.

INSTEAD OF FOCUSING ON IF WE SHOULD BE USING EMOJIS, WE SHOULD RATHER BE CONSIDERING WHEN AND HOW WE USE THEM.

It’s understandable then why a disconnect could exist between those who relied heavily on physical mail, telephone calls, and face-to-face meetings and others who have grown up with the ability to send a message across the globe in seconds, with the click of a button.

A transformative technology that emerged as a game-changer in the way we communicate is mobile technology. No longer are we bound to our desks to answer emails. Employees don’t have to huddle in the conference room around a speakerphone that dials out, and an instant message, ‘more often

than not’ gets to a colleague before we’re even able to stand up and walk across the room.

A recent survey found that up to 70% of emails are opened on smartphones and 85% of workers are using their personal smartphones for work-related purposes. However, it’s not only what we are using to communicate that is changing, but also how we communicate.

A ONE TAP REACTION

The emoji was created in 1999 by Japanese artist Shigetaka Kurita who at the time was a designer working for NTT DOCOMO, the mobile operator of the NTT Group and partner company of NTT DATA. Daniel Metz, CEO of NTT DATA Romania, remarked that: “through emojis, social co-existence has received – and will continue to receive –a complete other dimension.”

This certainly rings true, as what started off as a set of 176 emoji characters for mobile phones and pagers has transformed today into more than just a millennial messaging fad, with many touting the characters as a lingua franca for the digital age.

It’s been estimated that more than 60% of people use emojis in their work communication. One reason cited for this is that emojis help us express ideas and emotions in the workplace (79% of emoji users), particularly as the lines between generational communication increasingly blur and the tone of digital communication can be misconstrued.

In conversations that do not take place face-to-face, we are unable to see the other party’s facial expressions and body language. This makes it difficult to gauge their feelings, hence their message could be interpreted in different ways.

An example: ending a statement with an exclamation mark versus ending it with a smiley face or a thumbs up can completely alter the tone of the message.

However, some may still feel that emojis are out of place in business communications and in some cases that may be misunderstood. For example, a red-faced emoji might mean ‘angry’ to one person, another person might interpret it as ‘embarrassed.’ This can cause confusion and a disconnect between correspondents.

TO USE OR NOT TO USE?

Whatever your view is on these digital reactions, they are becoming

UP TO 70% OF EMAILS ARE OPENED ON SMARTPHONES AND 85% OF WORKERS ARE USING THEIR PERSONAL SMARTPHONES FOR WORK-RELATED PURPOSES.

more common practice in workplace communications meaning that we are likely to continue to see communication channels evolve to incorporate tone, voice, and personality in ways that are more aligned with real-life interactions.

This is particularly relevant as businesses address diversity and

can enjoy an increasingly inclusive experience with brands.

Instead of focusing on whether we should be using emojis, we should rather be considering when and how we use them. Context is key and knowing your audience is a must. With the number of mobile users expected to reach 7.49 billion by 2025, a more visually driven, universal language is just one form of digital communication that we need to learn to adapt to.

AN EXAMPLE: ENDING A STATEMENT WITH AN EXCLAMATION MARK VERSUS ENDING IT WITH A SMILEY FACE OR A THUMBS UP CAN COMPLETELY ALTER THE TONE OF THE MESSAGE.

inclusivity. Emojis are able to better represent people with disabilities, such as the icon showing an ear with an attached hearing aid, an image using sign language, and others with service dogs, wheelchairs, prosthetic limbs, and a person using a white cane. By tapping into the nuances of an evolving workplace and including more and more diversified emoji options, employees and clients

Linguists and data scientists are seeking new ways to study language and communication in the digital ideograms. Graduate students are writing dissertations on the subject and, closer to home, emoji enthusiasts in your own workplace have probably already started using them.

from cute to crucial in productive and inclusive workplace communication.

Marian Scala

Marian Scala is vice president of external communications at NTT DATA . In April 2024, Dimension Data rebranded to become NTT DATA. NTT DATA forms part of NTT Ltd, a USD 30 billion IT services provider that is a leading IT infrastructure and services company serving 65% of the Fortune Global 500 and more than 75% of the Fortune Global 100.

POWER IN PARTNERSHIPS

Collaboration is key to future-proofing the media landscape, writes Alungile Sixishe, highlighting a successful case study.

Agencies wanting to futureproof their businesses are setting a new standard by emphasising a customer-centric, omnichannel approach. This strategy leverages the power of partnerships to navigate industry trends and ensure the organisation’s sustained success.

Audiences today demand authenticity and engagement. We meet this demand by fostering innovative, inclusive and impactful experiences. By breaking down silos and amplifying diverse voices, the company is building a media ecosystem that mirrors South Africa’s rich tapestry.

PARTNERSHIPS FUEL INNOVATIONS, LEADING TO INTERACTIVE DOCUMENTARIES, INSIGHTFUL PODCASTS AND CONTENT THAT TRANSCENDS GEOGRAPHICAL BOUNDARIES.

While the media industry constantly evolves, the essence of human connection remains as constant. Motherland OMNi creates richer, more engaging campaigns through strategic partnerships, resonating deeply with audiences. The age of oneway dialogue is gone; participation and co-creation with audiences will gain momentum. This collaborative spirit enhances trust and credibility, presenting unified content that audiences feel part of, and perceive as objective and reliable.

A recent partnership with Matriarch, an award-winning experiential marketing agency, exemplifies this approach.

Combining our expertise in community engagement with Matriarch’s skill in crafting insightful brand activations, the synergy between the two entities unlocked new possibilities for impactful media.

AMPLIFYING DIVERSE VOICES

Historically, the media landscape has been exclusive, sidelining many voices. Partnerships can unlock a more representative future, bringing diverse perspectives to the forefront. This exchange of ideas and resources fuels innovation, leading to interactive documentaries, insightful podcasts and content that transcends geographical boundaries.

FUTURE-PROOFING MEDIA

Motherland OMNi partnered with Matriarch on Burger King’s Xtra Mile campaign, a national roadshow that profiled menu options and specials across 55 stores. The goal was to drive store traffic, incentivise purchases and create a fun and engaging experience for customers.

• Directly drove 5 800+ sales and experiential customer participation

• An additional 15 100+ people were exposed to the campaign at store locations

• Over two million people were reached via community radio (non-cumulative)

EMPOWERING THE NEXT GENERATION

At Motherland OMNi, we believe in preparing for the future by ensuring a skilled workforce. We firmly believe that collaboration is key to future-proofing the media landscape.

Motherland OMNi actively bridges the digital divide, equipping talented youth from diverse backgrounds with skills to thrive in the media industry.

We go beyond basic training. We expose our youth to cutting-edge technologies, preparing them to integrate seamlessly into the next phase of media growth, and work collaboratively across sectors. This approach ensures a skilled and adaptable workforce, ready to drive the future of media.

Billy Lascaris, MD of Matriarch Marketing, highlights the importance of symbiotic relationships: “Matriarch always puts people at the centre of everything we do. This focus enables us to create campaigns with non-conflicting brand partners, moving audiences to action, enhancing reach, and maximising budget impact. Brands must take the ego out of it and work collaboratively with their audiences to create a real value exchange, building share of mind and heart.”

BUILDING A BETTER MEDIA FUTURE

As media entities embrace collaboration, they can reshape the future of media, and determine its global impact. The media landscape must empower audiences and diverse voices to tell powerful stories, fostering innovation and inclusivity. Motherland OMNi is at the forefront of this transformation, strengthening media presence and positively impacting communities.

The company’s vision of a connected world promises a redefined future of media, marked by innovation and inclusivity, one impactful collaboration at a time.

Alungile Sixishe

Alungile Sixishe is CEO of Motherland Media