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“CONSPICUOUS CONSUMPTION IS OUT OF FASHION. THE LOGODRIVEN EXCESS OF THE PAST DECADE OR SO IS BEING LOOKED ON WITH DISTASTE.” – James Thompson, global managing director, Diageo Reserve, on old versus new luxury.
“THE FIRST OPPORTUNITY ARISING HERE IS CALLED INTELLIGENT LUXURY. PEOPLE WANT GOODS AND EXPERIENCES TO APPEAL, AND TO BE SEEN TO APPEAL, TO THEIR LESS VISCERAL ORGANS.” – James Thompson, global managing director, Diageo Reserve, on old versus new luxury.
“TURBOCHARGED BY GLOBAL ECONOMIC FORCES, OR SHEER WEIGHT OF NUMBERS, CHINA IS RIPPING UP OUR RULE BOOK.” – Colin currie, managing director of Adidas Greater China on how the China challenge is not only about scale but also about pace.
HOW WE START FIGURING OUT OUR STRATEGIES BASED UPON GENERATION Y, IS THIS PARTICULAR POINT: DID YOU HAVE ACCESS TO THE INTERNET BEFORE THE AGE OF 18? … BASICALLY, YOU CANNOT UNDERSTATE THE IMPACT OF THE WAY THAT PEOPLE LOOK AT LIFE WHERE THEY’VE NEVER KNOWN A WORLD WITHOUT THE INTERNET COMPARED TO THOSE OF US WHO HAVE ADAPTED OUR LIVES TO IT. IT’S A FUNDAMENTAL POINT.” – Michael Birkin, CMO, Acer Inc, on how its research arrived at the name ‘The Connected Generation’.
– Sir John Hegarty, at his Keith Richards-esque best, wondering where he is.
– Sir John Hegarty.
– Hesiod, from the eighth century BC, as quoted by Acer’s Michael Birkin during his talk on Gen Y.
“I’M NOT REALLY SURE WHY I AM HERE, ACTUALLY, BECAUSE I’VE ALWAYS BEEN SUSPICIOUS OF MARKETING.”
“MARKETING HAS BEEN LETTING US DOWN FOR A VERY LONG TIME... A PIECE OF RESEARCH IS DONE EVERY YEAR AND THEY ASK ‘WHAT DO YOU THINK OF ADVERTISING?’ AND, EACH YEAR, OUR AUDIENCE, THE PEOPLE WE’RE TALKING TO, THINK WHAT WE ARE DOING IS GETTING WORSE.”
“When I was a boy we were taught to be discrete and respectful of elders, but the present youth are exceedingly wise and impatient of restraint.”
HESAIDSHESAID MARKETING | JUNE/JULY 2014 | www.marketingmag.com.au
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“WE DON’T HAVE TO SELL MARGARINE ANYMORE.” – Marc Mathieu, Unilever’s SVP of marketing, speaking on the company’s quest for purpose across its entire brand portfolio.
– James Thompson, global managing director, Diageo Reserve, kicking off his talk on old versus new luxury. – Colin currie, managing director of Adidas Greater China, on its growth in China, where it opened 1000 stores in 2012, 700 stores in 2013 and plans to open another 700 stores this year.
– Michael Birkin, CMO, Acer Inc, on why ‘The Connected Generation’ is the theme around which Acer is redefining its company.
“THE DESIRE FOR LUXURY HAS EXISTED SINCE APPLES FIRST APPEARED IN THE GARDEN OF EDEN.”
“IN HIGHER-TIER CITIES WE HAVE TO HAVE A DIFFERENT GO-TO-MARKET STRATEGY WHERE WE DEFEND MARKET SHARE BY FIGHTING FOR CONSUMERS’ SHARE OF WALLET. BUT IN THE LOWERTIER CITIES IT’S JUST ABOUT OPENING STORES.”
“Next year alone, depending on whom you speak to, they’ll have enormous spending power: 2.5 trillion trillion dollars. In the workplace, by 2025, three out of every five workers globally will be Millennials. By anyone’s definition, they will be the mark we’re focusing on from here on in.”
“WE BROUGHT SUSTAINABILITY AND MARKETING AND COMMUNICATIONS TOGETHER, SO THAT’S WHY VERY OFTEN WHEN PEOPLE ASK ME, ‘WHAT IS YOUR JOB?’ I SAY, ‘TO MAKE MARKETING AND SUSTAINABILITY BECOME TWO SIDES OF THE SAME COIN.’ – Marc Mathieu, Unilever’s SVP of marketing, on how the multinational ditched its CSR department.
#GMW2014 www.marketingmag.com.au | JUNE/JULY 2014 | MARKETING
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28 SALARY GUIDE
2014 SALARY GUIDE MARKETING, SALES AND COMMUNICATIONS With data and insights courtesy of Robert Walters’ Global Salary Survey, we present a city-by-city breakdown of what salaries marketing, sales and communication professionals can expect in Australia in 2014.
MARKETING | JUNE/JULY 2014 | www.marketingmag.com.au
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SYDNEY
2014
2013
180-250 130-150 90-125 75-90 65-85 130-180 120-140 110-130 80-110 180-250 110-180 110-140
160-220 130-150 90-125 75-90 65-85 130-180 110-130 110-130 80-110 180-250 110-180 110-140
180-215 140-170 120-160 110-150 105-140 70-90 60-75
180-215 140-170 120-160 110-150 105-140 70-90 60-75
160+ 140-180 125-140 95-120 160-200 110-150 110-170 250+ 180-250 150-180 100-150
160+ 135-170 120-135 90-115 150-180 110-140 100-150 250+ 180-250 140-180 90-140
160+ 120-150 100-140 130-160 100-130 75-90 200-300 120-200 110-200 80-160 100-150 50-80 110-180
160+ 120-140 120-150 100-130 100-120 70-80 200-300 120-200 110-150 80-110 100-150 50-80 140-180
BANKING AND FINANCIAL SERVICES
Head of marketing Senior marketing manager Marketing manager Marketing executive Marketing co-ordinator Product development manager Product manager Communications manager Campaign manager Head of sales Business development manager Relationship manager
+
+
Notes on this guide: Figures in all tables are permanent salary per annum in AUD ($) 000’s.
INDUSTRIAL SALES
Sales director Sales manager National business development manager National account manager Business development manager Sales engineer Territory sales FMCG
Marketing director Marketing manager Senior brand manager Brand manager Senior category manager Category manager Insights manager Sales director National sales manager National business manager National account manager
+ + + + + +
+ +
IT&T
Marketing director Channel marketing manager Marketing manager Digital marketing manager Product manager Marketing executive Sales director Sales manager Business development manager Account manager Channel manager Inside sales executive Pre-sales consultant
+ + + +
“Salary levels in banking and financial services were stable last year, except for increases in rates for contractors as competition here was particularly fierce. It’s likely to be the same this year, although contractor rates will settle as project deadlines loom.”
+ +
-
Source: Robert Walters Global Salary Survey 2014 Note: All figures are annual salaries in ‘000s of AUD inclusive of superannuation, but exclusive of benefits or bonuses. www.marketingmag.com.au | JUNE/JULY 2014 2014 | MARKETING
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36
CASE STUDY
Devondale seeks salience in crowded category CAMPAIGN: DEVONDALE 2013 INTEGRATED CLIENT: MURRAY GOULBURN AGENCIES: DDB MELBOURNE
BACKGROUND In August 2012, DDB Melbourne was appointed to the Murray Goulburn business and its Devondale brand. The company is a cooperative of 2000 farmers, supplying around a third of dairy products for the domestic market. Despite this national achievement, the Devondale brand lacked a strong profile and brand awareness was low. It was known for its long-life milk, if anything, despite also operating in cheese, spreads and, more recently, breakfast drinks. The dairy category is highly congested, extremely confusing and poorly differentiated.
OBJECTIVES The marketing challenge was to find a way to drive salience for the brand. This would be measured via salience and awareness metrics.
STRATEGY Consumer research was conducted and we consistently found, above all else, that the target audience found the dairy category confusing and boring. With this in mind, we arrived at an umbrella proposition that underpinned every creative brief, taking into account that we needed to be simple, entertaining and relevant to counter the issues unearthed in the research. Each product proposition identified a problem in the category that needed
solving and a solution that was brutally simple, but extremely effective. We aimed for humorous rapport rather than rational benefits, cartoon cows or smiling farmers, and moved from the farm into the heart of the home, the kitchen.
EXECUTION The creative solution was to identify head-nodding insights reflective of
the propositions and then to comically exaggerate the problem to secure maximum creative impact. These scenarios are, after all, not the greatest challenges in people’s lives, but they are important and true in the domestic sphere in a Seinfeld or Modern Family kind of way. Each TVC took the bold step of focusing on the disastrous consequences of not using Devondale dairy solutions.
MARKETING | JUNE/JULY 2014 | www.marketingmag.com.au
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DDB Melbourne tackled sensitive domestic issues including ‘helicopter parenting’, commitment phobic partners, new partners who are less good looking and less funny than the previous partner, cheese slice rage induced by cheese slices that stick together when you’re under pressure to perform, and kids who hate whatever parents love, among other scenarios that may come across as too politically incorrect in writing! DDB created a huge volume of work with seven TVCs accompanied by pathto-purchase executions and point of sale. This is uncommon for a FMCG client and testament to the confidence that the client had in bringing the campaign to life.
RESULTS Salience Devondale is now the most salient brand in the crowded dairy category. From September 2012 to October 2013, Devondale’s salience measured by top-ofmind awareness and total unaided brand awareness increased significantly: › Devondale milk: top of mind awareness tripled and unaided awareness increased by 215 percent › Devondale cheese: top of mind awareness rose 250 percent and unaided awareness rose by 160 percent, and › Devondale spreads: top of mind awareness more than tripled and unaided awareness increased by 220 percent. The business has been impacted in recent times with Devondale now exclusively supplying fresh milk to Coles. There are a number of factors contributing to this new relationship, but the consumer love for the Devondale brand is one factor that is impossible to ignore. Industry recognition From an advertising industry viewpoint, the Devondale campaign won Best Advertising Campaign of 2013 at the annual national AdNews awards. Mumbrella named Devondale the 2013 Advertiser of the Year, and the campaign has been recognised by creative award shows including Cannes, Spikes Asia and the AWARD award show. M
www.marketingmag.com.au | JUNE/JULY 2014 | MARKETING
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58
FEATURE
GOOD SPORT
SPONSORSHIPS MARKETING | JUNE/JULY 2014 | www.marketingmag.com.au
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59 In Australia, sports sponsorships are big business, and an area that is continuing to expand. We take a look at trends within the industry, best practice when it comes to aligning your brand with another and what happens when it all goes horribly wrong.
www.marketingmag.com.au | JUNE/JULY 2014 2014 | MARKETING
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