Starcom Outlook 2016

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CONTENTS AN INTRODUCTION ............................................................................................. 2

VIDEO.................................................................................................................. 12

THE CONSUMER .................................................................................................. 4

NEWS MEDIA .................................................................................................... 14

DATA...................................................................................................................... 6

RADIO ................................................................................................................. 16

ONLINE ................................................................................................................. 8

OUT OF HOME .................................................................................................... 18

DISPLAY........................................................................................................... 9

SPONSORSHIP ................................................................................................... 20

SEARCH......................................................................................................... 10

DIRECT MARKETING .......................................................................................... 22

SOCIAL.......................................................................................................... 11

CONTENT............................................................................................................ 24

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AN

INTRODUCTION AD SPEND SURGES FORWARD 2014 saw the first increase in advertising investment levels in seven years, with a lift of 4.5%. Growth accelerated in 2015, with an estimated increase of 7.8%, beating our original forecast of 6.3%. This strong performance is reflective of the step-change in business and consumer confidence, which finished 2015 on nine and ten-year highs respectively. Given the robustness of our economic recovery, we expect even stronger growth in 2016 of 9.9%, bringing the total for the year to @915 million.

However, despite this strong turnaround, there is still some way to go before we reach pre-recession levels of investment, which peaked at just under @1.2 billion in 2007.

The key challenge arising from this strong increase in spend is managing inflationary pressure, particularly on TV, where a combination of strong demand and falling commercial audiences can drive up costs per thousand.

BIG INVESTMENT NEEDED IN DATA The possibilities of so-called big data began to excite practitioners seven years ago, when a team of researchers at Google used searches for influenza to track the spread of the disease across the US. Initially, they were able to provide accurate estimates of flu prevalence two weeks earlier than the Center for Disease Control (CDC), because they found a correlation between what people searched for online and whether they had flu symptoms.

Seven years later, according to Forbes Insights, US companies with highly data-driven cultures achieve far higher levels of market growth than their laggard counterparts. Two-thirds of the leading companies are acquiring new customers as a result of their initiatives, compared with only 19% of laggards. Also, a report by Forrester Consulting found that B2B marketers who engaged in predictive analytics were 2.9 times more likely to report above average revenue growth.

This challenge is made easier now due to the availability of extensive data, faster computers and progressive science. We can use data and statistical algorithms to predict future outcomes based on historical data.

So, how is predictive data science helping marketers at the moment? Here are some interesting examples; credit card companies are using predictive analytics to identify customers who are likely to cancel their cards. Logistics companies use telematics and algorithms to predict maintenance requirements, reduce mileage and reduce fuel. Insurance companies, analyse data from claims databases to identify potential fraud, and some car manufacturers have sensors fitted to vehicles that constantly send back data for analysis to improve R&D and advise customers if their car needs a service.

At Core Media, the most important investment we will be making in our business, again this year, will be in data science. We will be doubling our allocation in 2016 to @600,000, as we begin to develop expansive data management platforms. We have a highly qualified team of three data scientists, with fascinating backgrounds and experience from beyond the marketing industry.

We are deliberately fusing the worlds of marketing, mathematics and science to expand our horizons and enrich our decision making.

These are interesting titbits, but the marketing industry is not at the forefront of data science, so we are really just at the outskirts of what is possible. The future is full of exciting possibilities, but they will only be realisable with a commitment to invest in this fascinating area. Becoming a data-driven organisation requires resources and planning.

Despite most marketing success leaving a lot to chance, the industry has never invested deeply in data science, beyond return-on-investment modelling. In the past, marketing analytics has tended to provide answers to basic linear questions. Dr. Ravi Dhar, of the Yale School of Management puts it well: “It’s always been about who bought it, when they bought it, where they bought it and what they bought.” The challenge now is to answer the fifth ‘w’ question – why (source: Forbes Insights).

If you want to embark on this journey, here is our five-point action plan

914.6

TOTAL MEDIA S P E N D (@M)

832.0

771.9

Source: Core Media Estimates Excludes Sponsorship & Direct Marketing 176.8

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ROI

2014

181.7

2015

190.6

2016 (F)

NI

YOUR FIVE-POINT DATA ACTION PLAN +1 GET A CLEAR UNDERSTANDING OF THE AREA

+2 DEVELOP AN INTEGRATED PLAN

Your leadership team must get fully up-to-speed with the possibilities of data science. Core Knowledge is running specific courses this year that will provide you with a grounding in the opportunities and pitfalls of data-driven marketing.

Data-driven marketing doesn’t happen in isolation, or solely within one section of your business. It is a company-wide effort that requires true teamwork throughout the organisation. If it is siloed, it will fail to reach anything close to its potential. This can’t be a passion of one or two managers; the entire management team must be aligned.

+3 WORK HAND-IN-GLOVE WITH IT

+4 SET MEASURABLE GOALS

Evaluate whether your current IT infrastructure is consistent with the long-term needs of a data-driven organisation. Having ample resources and agile data platforms/processes that allow for data to be seamlessly integrated will be crucial. Ensure the requisite skill-sets are available within your IT team.

Every aspect to your investment in data science should have some measurable output. In addition, consider setting common goals for everyone on the team in order to galvanise them to the cause!

+5 R E C R U I T C A R E F U L LY

Finally, there is one other thing to bear in mind; an investment in data science will open up opportunities, but it will not be without its challenges and failures. This comes with the territory. As an example of this, we will return to the Google Flu Tracker (GFT), which was mentioned at the start of this piece. Google’s breakthrough seemed like a great moment for big data, but five years later, in 2013, the process failed in spectacular fashion, when the GFT predicted twice the number of doctors’ visits that were actually recorded that season. Understandably, sceptics have used the flaws in Google’s algorithm as an example of big data hubris, but, as a report from Harvard University concluded, the problems were mainly methodological and “A methodological problem has a methodological solution,” they wrote. We agree; breaking new ground will always present obstacles, but they should never be seen as barriers to progress.

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People need to relate to the culture of an organisation; this is crucial, because, as Peter Druker once said, “Culture eats strategy for breakfast”. It may seem obvious, but data scientists should also have a genuine interest in the business of the company and not just the process; this can sometimes be overlooked and really needs to be probed. Also, hiring data scientists in isolation is not the answer; the team will need to feel supported and part of a company that really buys into a data-driven vision.

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If you would like to discuss any of the issues, please feel free to call me on +353 1 645 2951.

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So, that’s our view of the world; I hope you enjoy the full report that we have prepared, which provides an overview of the key developments we expect to see this year across each sector of our industry.

In the meantime, best wishes for 2016.

Craig Farrell

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CONSUMER This year we look back to commemorate the Easter Rising, that most Irish of events; a moral victory emerging from a glorious defeat. Yet this look backwards feels different; a final settling glance to the past, as we walk forward into a bright new future.

2016 is a new Ireland.

All this political instability is in stark contrast to a new-found economic security. Maybe both can’t exist peacefully anymore. It seems that confident consumers challenge the status quo more than depressed ones; and confident we are – more than we have been since 2006. Every month of 2015 saw retail sales grow year-on-year, leaving both GDP and GNP among the strongest in Europe.

1916’s proclamation called for an equal Ireland. 2015’s referendum achieved that. In a wonderful historical irony, what started on the steps of the GPO a century earlier was finally realised in Dublin Castle of all places. Yet, striving for equality also politicised a new generation, just as 1916 had done. Moving into an election year, what impact will this have on the old order?

Offset against that is increasing regional competition. Stormont has navigated troubled waters in 2015, and 2016 will see a more competitive Northern Irish economy emerge, putting pressure on the Republic for jobs and growth. However, a strong Sterling offers new opportunities for southern brands, through cross border trade opportunities.

Geologically, Europe and America move two centimetres apart every year. Culturally, the US presidential election may accelerate this continental drift, as more Trumped-up right-wing politics dominate the agenda; while closer to home, Brexit casts a long shadow. 2016 might not be the year of the UK referendum, but its spectre looms large, due to the potential impact it would have on our economy.

Yet again, 2016’s topic of the year is likely to be ad blocking, but this is simply a measurable evolution of an age-old reality – ad avoidance. In essence, it is a wake-up call for the industry. We must create experiences, campaigns and products that genuinely enhance the consumer’s life, not take from it.

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In 2015, brands backed off from the year’s defining opportunity – the marriage referendum. It proved that consumers are ahead of brands in terms of setting the agenda. We are becoming a nation of brave people, but follower brands. Let’s not miss 2016’s opportunities; brands must be a little bolder and willing to take risks to make strong connections with consumers.

The enormous significance of 1916 was not appreciated by contemporaries; moments of great change rarely are without the perspective of passing time. Over a century on, for Irish people, it feels like these years may well be remembered similarly.

Can it be so for Irish brands too?

+1 TRADE WITH CONSUMERS IN NEW CURRENCIES

+2 CHAMPION GENDER EQUALITY

+3 GROWTH IN SPONTANEITY WILL DRIVE SALES

How we buy is changing; last year in the UK, electronic transactions overtook cash transactions for the first time. Small purchases are still cash heavy, but with the rise of contactless terminals, and services like Apple Pay, we can expect to see this change quickly. In the online world, we obsess about creating frictionless customer journeys. Contactless transactions are the real world equivalent. They lead to an uplift in spend; anywhere from 10% to 30%, depending on the research. Making purchasing easy will be key in 2016, but we shouldn’t limit our thinking to just contactless terminals. Instead, we should explore variations on the theme. How can a brand make it as easy as possible to add something from the offline world to the online basket? Can we harness voice, beacon technology, or devices like the Amazon Dash Button (a physical button inhome that facilitates the re-ordering of your favourite products) to make the offline journey easier?

Last year’s Time Magazine Person of the Year was none other than German Chancellor, Angela Merkel. Not a major shock, until you realise that in the last 30 years, she’s only the second woman to achieve this accolade. We believe that, having faced up to sexual equality last year, 2016 will see gender equality on the marketing agenda. As traditional roles in the family and the workplace change, Irish people are facing a new blurred gender reality. Globally, media companies are already reflecting a new reality with magazines and platforms like The Front, Amuse and Broadly, that reflect an empowered, dynamic modern woman, less gender stereotyped, while brands like Unilever’s Axe are dropping their ‘bro’ advertising in favour of a more modern approach to masculinity.

2016 will be a year when consumers begin to live a little more in the moment. Last year we predicted that long-postponed big ticket items would finally be purchased. In 2016, we predict that consumers will begin to live more in the now, where everyday indulgent treats will be enjoyed again. With employment up, disposable income up and consumer sentiment back to the highs of 2006, this will be the year when consumer spontaneity returns. Upgrading will begin to creep in as confidence begins to return to the everyday.

But, it’s not just how we buy that’s changing, it’s also what we transact with. We are becoming increasingly aware of other things of value, which we have to trade – our time, our opinions and our data. Savvy brands in 2016 should look to transact with more than just money. They should seek to create campaigns that reward a customer’s time investment, their data swap, or simply their feedback. Underappreciated customers will thank you for it.

Globally, Sarah Silverman and Jennifer Lawrence are raising awareness for the Equal Payback Project, while Caitlyn Jenner has been raising awareness for the transgender community. Companies like Target and Disney are removing gender-based signs in their children’s range of toys and clothes, to reflect an increasing consumer demand for a world that is less defined by gender. However, it works both ways; studies suggest that four out of ten men are the primary grocery shoppers in the home, but despite this, many retailers continue to ignore men as an audience to understand and target. Dadvertising is now a growing trend globally, with an increasing number of brands recognising the opportunity that this presents. 2016 is a year where Irish brands should challenge their traditional views and push the limits of what is defined as ‘normal’.

THIS WILL BE THE YEAR WHEN CONSUMER SPONTANEITY RETURNS

Expect upgrading to affect the smaller-ticket purchases like lunches, phones, technology, clothes and weekends away, which might move from Galway to Rome as the travel sector continues to grow. Nights out might be upgraded from a friend’s house to the pub, or a more elevated experience like a restaurant or club. This trend presents opportunities for brands to capitalise on consumers living and buying more in the moment and to capture the upgrading commercial opportunity. For example, how, from a product perspective, can you provide opportunities for consumers to spontaneously upgrade their experience or their purchase? Now is the time to review your micro-moment marketing strategy. Think about how data, analytics, programmatic media buying and mobility can help to deliver against this trend?

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DATA Data is not new, neither is the act of using it to make better decisions, or gain insight. However, it has tended to be done in an ad-hoc way, or, at best, by a siloed team with limited integration across the rest of the business. To date, two serious barriers have hampered the success of these teams. Firstly, ownership; where does data fit in the organisation? Who has ultimate responsibility for it? The CIO, COO, CFO? Secondly, there is the barrier of adoption; the number one reason data projects fail is their lack of senior executive sponsorship, and the resulting lack of adoption by the business.

In recent times, the Chief Data Officer (CDO) was born, heralding the arrival of a new data era. The CDO removes the aforementioned barriers and symbolises the fact that data has earned a seat at the table. Data is now on everybody’s agenda.

There is no guidebook for the CDO, who is operating in relatively uncharted ground. He/she must design the technology, the architecture and the data governance processes. He/she must also build the team, but most importantly the CDO must put data into action for the business.

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How data is best put into action will vary by company. A company’s data is like a personality. It is the accumulation of every event that has ever been recorded within that organisation; every transaction, every website visit, every customer interaction. The data assets of every company are totally unique, and so too are the opportunities to take advantage of them.

The battle won’t be won and lost on big data, but rather on big ideas. For example, creating innovative ways to monetise data; can your data provide value to other organisations? Look to ‘LiveAnalytics’, a division of Ticketmaster that is leveraging its proprietary data to create products and services for artists and venues to provide insight into how, where and to whom they can sell tickets.

For marketers, it will be about leveraging data to know and to do.

Never before has there been such an opportunity to understand customers, from the direct data we collect to the latent information we can infer from their behaviours. Personalisation and relevance of offerings and communications through the use of data will be a growing theme.

Marketers also have a prime opportunity to utilise data, statistics and economic theory to calculate and prove return on investment (ROI). ROI Modelling can demonstrate how each component of a marketing budget impacts sales and illuminates the complex cross-channel interplays therein. The outputs of such models allow for sophisticated budget optimisation techniques. We see a shift in 2016 whereby ROI modelling becomes a continuous bedrock of marketing campaigns, rather than being standalone one-off exercises. Neither consumers, nor their reaction to marketing activity stand still; the insight and direction provided by an econometric model shouldn’t either

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+1 DATA PLATFORMS NEED TO PROVIDE FREE-RUNNING DATA

+2 WAR FOR DATA TALENT EMERGING

+3 TURNING INSIGHT INTO ACTION

Think of the number of transactions and events that get recorded every day in your business: the data that is continually captured about your customers, your suppliers and your communications. Imagine fusing this with publicly available data (weather, house sales, consumer sentiment, transportation, etc.) and other third party datasets (social media, geospatial sensor data, competitor activity, etc.). Imagine the power of being able to point any one of your current business challenges at this data to help you understand causal relationships, gain insight and equip you with a compass to guide your actions. In most cases, the data exists to support every decision your business makes.

However, it is just not readily available. It is spread across numerous systems or stored at different levels of granularity, making it very difficult to connect. A serious challenge for all data-led organisations will be building agile data platforms and processes that allow for data to be seamlessly integrated, while maintaining quality and accuracy. Data platforms need to become living/breathing networks of live and easily accessible information.

Perhaps the biggest barrier organisations face in becoming truly data-led is the availability of skills and talent. McKinsey project that, by 2018, there will be a 50% to 60% gap between supply and the requisite demand of deep analytical talent in the US; and that trend is being mirrored in Ireland. 2015 saw the creation of Ireland’s first undergraduate degree in Business Analytics at UCD, which will hopefully pave the way for further such courses to help meet this skills gap. Demand for the course far surpassed projections, which saw entry level points at a near perfect 590-625 points range.

For too long, data has sat away from the business, much like the smartest kid in the class: shy, a bit awkward and disconnected from day-to-day activities. Occasionally, people would seek their help with hard problems like maths homework, but never to discuss anything really important like the football match. Turning insight into action requires collaboration; cross-organisational skills and knowledge coming together to identify the best opportunities for data to support the business. The next stage is to prioritise these opportunities based on the business benefit to be realised - whether that be revenue growth or operational efficiency, and create a data road map.

The traditional approach to data has been akin to taking water from a well in order to do a particular task like boil a kettle, extracting static data from one system, cleansing and transforming it in some way, before loading it to another system. The next generation of data platforms needs to provide free-running data, which will do for data-led organisations what the aqueducts did for Rome.

Beyond the deep data and analytical skill-set, there is also a dearth of softer data skills; for example, senior managers who both understand data and have the vision and commitment to realise and own the data strategy.

Also, leaders who drive value creation from data and ensure that it underpins and supports the operations of the company. Data is truly put to work when it is applied to real business problems and real opportunities. This requires data creativity and innovation by people who fully understand the operations of the company. It is the people who understand the business’s strategic vision and the day-to-day running of it who can identify the greatest opportunities to put data to work. Data is a compass that will provide many, but not all of the answers; great success will always come from great businesses led by great people.

T H E N O. 1 R E A S O N D A T A PROJECTS FAIL IS THE LACK OF SENIOR EXECUTIVE SPONSORSHIP WITHIN A COMPANY

When data is directed at a focused goal it works to its highest potential. Think of Hailo; by simply using GPS co-ordinates and a proximity algorithm, it revolutionised a whole industry. This is an example of data at work, at its best: focused and adopted by the consumer.

We see Data Management Platforms (DMPs) presenting significant opportunities for marketers to put data to work this year. The confluence of internal customer data and third party information, coupled with the intelligence to programmatically value and buy the most relevant media in real-time, means that media investment can work to maximum efficiency and efficacy. In 2015, we saw the first trial of programmatic outdoor; Google activated ads in London’s Waterloo Station using its DoubleClick ad serving platform; we don’t have to look too far ahead to see programmatic capabilities being extended to all traditional formats.

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ONLINE In 2015, online became the largest media category in the Republic of Ireland with investment levels reaching @248 million, representing 30% share of the total market. However, Northern Ireland numbers still lag, where we estimate that online spend reached £18 (@23.6) million, or 13% of the media market in that region.

Over the next five years, we forecast that online media investment will more than double to reach @500 million in the Republic, representing 40% of media spend. In the North, the market will grow to £37 (@48.5) million, or 23% share. Lines are blurring between what is classified as online media spend, as the market develops, but for classification purposes we include all media spend delivered via the Internet, across all devices in our definition.

Search continues to dominate, representing 50% of all online media spend, but display (at 38% of spend) has been growing its share in recent years, due to greater reach and creativity, married with improved data-led targeting and technology solutions. In the US, it is predicted that more ad dollars will be spent on display than search in 2016 for the first time. In Ireland, we expect display to win one percentage point of share from search each year for at least the next five years.

The big players are getting bigger; Google and Facebook continue to enjoy large revenue growth, and both have had considerable success in cracking the mobile challenge. In 2016, Google, across all its platforms, will earn more advertising revenue from this island than any other media owner, with income of circa @175 million from The Republic of Ireland and Northern Ireland combined.

16% of all advertising money spent on media in Ireland is spent on Google. However, to put this in context, Google’s global advertising revenue in 2015 was in the region of $65 billion.

Elsewhere, we are seeing brands like Buzzfeed creating success with a more integrated/native advertising proposition, while more established media operations such as MailOnline and The Guardian are struggling to land on the correct commercial models. A big talking point in the industry is whether Twitter will be acquired in 2016. It has had a challenging couple of years; despite revenues of $2 billion, it is still loss-making, its user numbers are plateauing and there are question marks over its strategy, all of which has resulted in a below-par share price performance, leaving it vulnerable to a takeover.

Locally, the ongoing success of companies such as Maximum Media (JOE.ie, Her.ie, SportsJOE.ie and HerFamily.ie) and Digital Media Ventures (daft.ie, DoneDeal.ie and Boards.ie) continues to inspire; it is great to see Irish media companies like these driving the changing landscape and winning, by earning real and sustainable revenue growth. Our next point is also addressed in the ‘video’ section of this report, but it is worth repeating here; there is a problem with the online video sector. A lack of rigour in agencies, combined with poor control around commercial break lengths and frequency capping by media owners is damaging the medium. Consumers are frustrated at having to sit through a number of 30-second commercials in this intimate environment; this frustration will only reduce viewership and negatively impact brands that do not follow the rules of engagement on this platform.

A lack of integrated planning across media and creative agencies results in many commercials, which are too long for this environment, being seen too often. Watching one 30-second commercial online is bad enough, but being forced to watch it two or three times could turn consumers away from the brand and the medium. Also, broadcasters are putting too many commercials in pre-roll and mid-roll breaks. Standards and discipline are urgently required.

As for the future, there are so many new dynamics within the world of digital media and technology. The World Economic Forum recently published a report that argues that we are on the cusp of a ‘fourth industrial revolution.’ The report states that developments in previously disjointed fields such as artificial intelligence, machine learning, robotics, nanotechnology, 3D printing and biotechnology are all building on and amplifying one another. Smart systems in homes, factories, farms, grids or entire cities will help tackle problems ranging from supply chain management to climate change. The report goes on to say that concurrent to this technological revolution are a set of broader socio-economic, geopolitical and demographic developments, each interacting in multiple directions and intensifying each other, which will result in further economic and technological change.

One thing’s for sure, the next ten years will be transformational for our industry. The only way to understand how to navigate it is to invest in knowledge and understanding ahead of its potential to drive revenue for your business. Sitting back and waiting is not a winning strategy

ONLINE S P E N D (@M)

247.5 206.9

Source: Core Media Estimates VOD is included in these numbers 23.6

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ROI

304.4

2014

2015

27.6

2016 (F)

NI

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+ +1 AD BLOCKING – EVERYONE’S FAULT BUT NOBODY’S RESPONSIBILITY

+2 SHOULD INTERSTITIAL MOBILE ADS BE BANNED?

+3 PROGRAMMATIC EXPLAINED

The issue of ad blocking is of great concern to all industry stakeholders.

It is estimated that one in five online consumers are choosing to switch display ads off in the island of Ireland. The reason for this trend is simple; we are all driving consumers away by putting ads in their faces with little empathy or desire to create a mutually beneficial media environment. We jump into new formats, new tech solutions and new data applications, such as re-targeting, with little or no regard for the consumer. Some websites today resemble a Las Vegas strip rather than a respectful media environment. A major concern is that many media owners are potentially eroding their long-term value to consumers and advertisers in the quest to hit quarterly numbers. Some publishers are fighting back; German media giant Axel Springer is forcing visitors to turn off ad blockers or pay a monthly fee. The Washington Post is testing a system that locks out visitors who block ads and, locally, RTE is doing likewise by preventing ad-blocking users access to the RTE Player unless they disable the technology. This makes sense, but it must be done in tandem with the creation of a less intrusive advertising environment.

Generally speaking, the industry is still approaching online marketing from a ‘desktop-first’ perspective. This is inexplicable, because mobile internet usage is now over 50% of all internet usage, and will continue to grow. In five years, desktop usage could shrink to less than 25%. But, mobile presents a real conundrum; squeezing messaging into the small screen is certainly not easy and often too intrusive.

Programmatic media buying is the use of technology to automate and optimise the ad buying process in real-time. Programmatic ad spend now represents 20% of the display media market and all forecasts predict continued growth. In more developed markets such as the US and UK, programmatic now accounts for over 50% of all display advertising. We forecast that the Irish market will reach this 50% level by 2020. This automation uses a range of technology platforms, allowing media owners to make inventory available on ad exchanges from where agencies buy. The inventory is bought to pre-set criteria including content genre, behaviour, keywords and demographics. Through this technology, we can follow audiences rather than specific websites, which results in lower costs and higher efficiency. The costs rise and fall based on supply and demand.

We must, as one industry, create best practice guidelines to ensure the consumer feels they are not being imposed upon by aggressive use of formats and data. This will be one of the first items on the agenda of the newly formed joint industry committee for online media.

Very few media owners are making a profit from display advertising solutions on mobile platforms. As a result, the temptation to sell any type of opportunity is too great and poor decisions are made, and old lessons are ignored. For example, ten years ago it was deemed inappropriate and disrespectful to serve interstitial ads (that fill the screen) to consumers on desktop websites. So, why is it now okay to do that on mobile? They are too interruptive and very annoying to users; they will only fuel ad blocking and potentially damage brands in the process. The lesson we learnt back then was listen to the consumer, pair back on the intrusion and re-start the journey of building out advertising opportunities from the audience’s perspective. Since then, the desktop display environment has improved, leading to commercial benefits. Ads on desktop do sometimes fill the screen, but it is generally user-initiated and interactive. Our message to marketers, agencies and publishers is to severely reduce the use of this format, put in place effective controls around frequency, make countdown clocks mandatory (three seconds max) and make the ‘close buttons’ larger.

SOME WEBSITES TODAY RESEMBLE A LAS VEGAS STRIP RATHER THAN A RESPECTFUL MEDIA ENVIRONMENT

Once campaigns are activated, sophisticated data algorithms utilise campaign results, in near real-time, to continually tweak and optimise the inventory being bought to ensure the campaign is delivering against its set goals. A watch out as programmatic develops is that we must ensure that the right controls are in place, regarding inventory validation, brand safety, frequency and responsible use of data. Too often, it is the lack of these controls that causes excessive re-targeting of consumers with too many messages. It is incumbent on all those involved in the industry to introduce such controls.

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SEARCH

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+1 SPECIFIC SEARCH STRATEGY REQUIRED FOR MOBILE

+2 SE SE BE KE

According to Google, smartphone penetration in Ireland is now 75% among adults and 97% for those aged 16-24. Google’s research also noted that 8% of respondents purchase goods on a mobile device and this increases to 16% for under 25s.

Although purchasing is far greater on desktop, mobile E-commerce will increase rapidly as websites become mobile-enabled. A quarter of those surveyed declared that they use their mobile device to research online, with the majority researching only three brands before buying. With mobile search, this is a critical issue, as there are only three spaces for paid search ads, compared with up to eleven on desktop. Deeper and deeper analysis of search data to a more granular level than ever before becomes paramount.

How Google presents us with organic results has been changing over the last couple of years due to updates to its algorithm changing how sites rank. The search landscape is shifting towards a more natural and spontaneous language. Semantic Search is the latest technique that takes account of time-of-day and phraseology instead of just prescriptive keywords.

Although they will remain important, keywords are not what they used to be. Performing a search now means that context, synonyms, intent, location, search history and trending searches are all considered before a result is provided. In simple terms, the search results address the meaning of the query, rather than specifically relating to the keywords, thereby filtering out less relevant, less desirable results.

Segmenting your pay-per-click data to gain a complete understanding of the consumer journey is more critical than ever. Knowing which keywords drive traffic on mobile, but have high conversion rates on desktop, and incorporating this information into your bidding strategy is important. A mobile site that is optimised for a user’s needs and behaviour is essential. If you are a bricks and mortar retailer, the user is probably looking for store information, such as opening hours, so welcome them to your mobile site with customised landing pages. If you sell pizza online, the user needs a quick and easy checkout process, so utilising AdWords’ mobile functionality, especially click to call and location are fundamental.

Google has advised webmasters for years to optimise for humans and not for search engines. This statement holds true now, more than ever, with this move towards semantic search. Content that is relevant and useful to a site visitor has a better chance of being shared; and shareable content is a factor that Google identifies when ranking sites. The emphasis placed on this is increasing with each passing year. If a brand’s content is consistently shareable, that brand will rank higher than its competitors for relevant search queries.

Ensuring your web developers are aware of this shift to semantics will be key for many brands.

MANTIC ARCH GOES YOND THE YWORD

+3 SOCIAL SEARCH BECOMING MORE IMPORTANT Search has long been Google’s kingdom, but a shift is emerging in the balance of power between search and social. Historically, consumers asked Google all their questions or search enquiries and brands played

by Google’s rules to appear in front of in-market customers, but change is coming. More recently social platforms such as Facebook, Twitter and Instagram are being used by consumers as an alternative to search engines. The reason is simple, social media by its very nature is more up-to-date, living in real- time, meaning users are finding more relevant information that suits their needs faster, and Google knows it. Its algorithms cannot keep up-to-date with real-time news events in a way that Twitter can, which has resulted in Google displaying Twitter content in its pages. And it’s not just Twitter; Facebook & Instagram are also seeing search queries grow, from finding new restaurants in the city they live in, to finding short-form recipe videos.

So, what does this mean for brands? Well, simply put, it means that your social spaces and the content placed on them, are now as important as your website for intercepting potential customers online. Social now has a real place in the overall marketing strategy of direct response brands that traditionally only relied on search to intercept consumers. All brands must now build out their overall digital presence to increase their visibility, by ensuring that they have a search and social strategy that sits together - not separately.

T H E R E A R E O N LY T H R E E S PA C E S F O R PAID SEARCH ADS ON MOBILE, COMPARED WITH UP TO ELEVEN ON DESKTOP

SOCIAL +1 FOCUS & RIGOUR WILL DRIVE SOCIAL ROI

+2 SOCIAL MEDIA LANDSCAPE IS SHIFTING & GROWING

A Facebook strategy, a Twitter strategy, an Instagram strategy - these are phrases to eliminate from your vocabulary. The challenge in 2016 is for brands to identify a more connected social media strategy that brings together the attributes of many social channels to meet your marketing objectives. Social offers incredible depth of targeting. It’s important to move away from thinking about rigid demographics and understand your consumer’s behaviour. In social, we can target by life-stage, by activity, by interest and by location. For example, targeting DIYers, fashionistas or foodies in Dublin is going to yield better results than shooting for ABC1s aged 18-35. Blending these capabilities allows us to move beyond demographics to a more granular level of targeting for greater engagement and effectiveness.

Brands are becoming savvier in social media. Many marketers are comfortable within Facebook, Twitter, YouTube and LinkedIn, but the landscape is constantly growing and changing, offering new platforms, new opportunities and new challenges. The launch of Instagram for Business is the latest development, providing access to a global audience of over 400 million users. This is indicative of how the social media market is shifting, and with that change comes an ongoing requirement for practitioners to up-skill and adapt. The next imperative is not to dilute our activities in existing channels; we must broaden investment into the new platforms as the landscape grows. Existing players continue to flourish, while new players see rapid growth; for example, 63% of Irish adults have a Facebook account while Instagram, in a short period of time, is already at 22% penetration.

UNDERSTAND WHAT LIVE STREAMING MEANS FOR YOUR BRAND BEFORE COMMITTING TO IT

Another challenge is the growth of messaging networks, also known as Dark Social. The rapid growth of Facebook Messenger, WhatsApp and SnapChat reflects consumer desire for closed networks and private conversations, where brands aren’t invited. While analytics capabilities are still being developed, it is important that brands begin to understand how these Dark Social channels factor into consumer behaviour. So, there is much to be done again this year to stay on top of this ever-changing, fascinating medium.

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Whether it’s watching Roger Federer warm up live for the US Open or Nike’s live release of their latest trainers, the buzz platform for 2015 was, of course, the live streaming apps, Periscope and Meerkat. This trend will be one of the themes for digital in 2016, but be aware that they have low levels of penetration, currently.

However, their impact on consumer behaviour will be interesting to follow. Although technically not live streaming, SnapChat has definitely been the trailblazer in this space and is crafting the consumer behaviour that makes live streaming attractive. According to Ipsos MRBI research, 25% of Irish people use SnapChat and of those that do, 65% use it daily; this is higher than WhatsApp (57%) and Facebook Messenger (52%). We are seeing a growing awareness of privacy among users on traditional social platforms, but ironically within smaller platforms (Periscope, SnapChat and Instagram) we are seeing unprecedented growth in people sharing every aspect of their lives.

Consumer expectations are growing. We live in a ‘now’ economy; brands must respect this when entering live forums. If you are not prepared, be prepared to feel their wrath.

Poor advertising creative on SnapChat is already being punished with negative sentiment. Understand what live streaming means to your brand before committing to it.

Don’t rush the process; being first is not as good as being the best, but a process of experimentation is the foundation of future best-in-class brand behaviour.

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Finally, take steps to understand how social performance is connected to business results. Likes, comments, etc. are cosmetic metrics, not meaningful measurement. Social return on investment is rarely measured directly in sales; more often its influence is considered in terms of brand personality, salience, purchase consideration, etc. However, marketers need to understand the revenue contribution it’s making. Last year, the University of Hong Kong carried out a study into the impact of social media on the movie industry. It found that an official Facebook page contributed US$ 6 million in incremental opening weekend box office revenue and more than US$11 million in overall revenue. This is powerful information, but it takes continuous investment in analytics to isolate and truly understand the contribution being made by this complex medium.

+3 LIVE STREAMING IS GROWING, BUT TREAD C A R E F U L LY

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11

VIDEO

TV VOD CINEMA

In 2015, OFCOM (UK communications regulator) released an interesting statistic: 58% of all mobile data traffic in the UK was video. Although a figure for Ireland isn’t available, the traffic is likely to be similar to the UK. Looking further ahead, Cisco has stated that by 2019, 80% of all internet traffic will be video.

So, we cannot underestimate the importance of this channel in 2016 and beyond. As we shall see below, 2015 brought some good news for cinema, television and online video in Ireland, but despite this, the issue of measurement remains problematic.

In 2015, cinema experienced its first year of growth since 2007, with blockbusters like Star Wars and Spectre leading the way.

Admissions rose 5.6% to 15.2 million across the island of Ireland.

With operators investing in the user experience and content improving, audiences are returning.

Key events like the 1916 commemoration, UEFA European Championship (with both NI and ROI taking part) and the Olympics, are all best-viewed on your new 90-inch 4K curved Super-HD screen. Online video is now watched at least once a week by 55% of all adults in Ireland, on a variety of devices, and if you have entered the debate about Stephen Avery’s innocence (or not), you will be aware that Netflix continues to grow subscribers and talkability. Recent findings from our research company Ignite show that children are now watching more online video than television, proving the point that online content is easier to access than ever before.

All of this brings into sharp focus the need for combined TV and online video research. Both forms of video consumption are separately researched. We urgently need a research solution that jointly measures these platforms, but it is fraught with technical difficulties. TAM Ireland, the company that is responsible for TV audience measurement, has established a ‘future group’ to design a clear way forward, but we will probably have to wait until 2019 before it becomes fully operational, which is frustrating for all concerned. As part of this process, TAM should reach out to other stakeholders in video, such as Google, to plan a unified measurement system for the future.

According to Google, YouTube now commands 35 minutes of our media consumption per day, making it the second most viewed channel, for all adults, in the Republic of Ireland behind RTE1.

Following a strong 2015, in terms of advertising investment levels across video, we expect further growth in 2016, in the Republic of Ireland, with increases of 7% in TV, 4% in Cinema and 40%+ in online video. The Northern Ireland market will experience similar growth in online video, but cinema will be flat and TV will grow by circa 4%

Viewing to traditional television channels increased across the island of Ireland, with the average adult watching over three and a half hours of content on their TV sets every day. With television being the ultimate appointment-to-view medium, the 2016 outlook is positive.

TELEVISION S P E N D (@M)

CINEMA S P E N D (@M)

VOD S P E N D (@M)

Source: Core Media Estimates

Source: Core Media Estimates

Source: Core Media Estimates

244.8

228.8

217.6

ROI

NI

7.7

7.5

7.1

ROI

23.7

NI

ROI

16.5 11.6 96.6

94.7

100.4 2.0

2.0

2.1 1.9

1.3

2014

12

2015

2016 (F)

2014

2015

2016 (F)

2014

2015

2.8

2016 (F)

NI

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YOUTUBE IS NOW THE SECOND MOST VIEWED VIDEO CHANNEL IN THE REPUBLIC OF IRELAND FOR ALL ADULTS

+1 THE TV LANDSCAPE CONTINUES TO CHANGE

+2 ONLINE VIDEO MUST LEARN FROM TV & CINEMA

+3 ADS MUST BE TAILORED TO THE DIFFERENT VIDEO PLATFORMS

Twelve months ago, depending on who you talked to, TV3 was struggling, RTE was pondering the sale of assets and UTV Ireland was taking a giant gamble by launching into an uncertain market. Fast forward to 2016 and the television business looks healthier for most. TV3 is now owned by Virgin Media, ITV has acquired UTV’s television stations in both parts of the island and eir has bought Setanta Sports.

Internationally, Netflix has announced a programming budget of $5 billion in 2016, double that of HBO. The business reasoning behind acquisitions and investment is sound; TV is becoming more of a pay medium, with 88% of Irish television households paying some form of subscription (Core Media estimates). But, to entice subscribers, platforms need content and tech. In 2000, the top ten television channels in Ireland commanded 90% of viewing; in 2015 it was less than 55%. This shows that channels no longer decide viewer choice, it is programmes that the viewer seeks out. Campaigns are initially planned according to share-ofviewing, but the day-to-day implementation is increasingly driven by programme choice. Therefore, the stations that invest in relevant, quality programming will benefit.

For the consumer of any medium, the more enjoyable the experience, the greater the likelihood they will return. This becomes even more important in video media, where there are many platforms available.

One poor experience with a provider or service and that viewer could be lost forever. The cinema industry has reinvented itself by investing in the user experience; rather than seeing a film in uncomfortable surroundings, we now have the benefits of IMAX, 4K and surround sound. In Ireland, we have the highest per capita admissions in Europe, and according to research from Wide Eye Media, 92% of cinema goers say they pay attention to the ads because of the environment.

For TV, screens are getting larger, resolutions sharper and technology is being used to make watching television a more enjoyable experience. In addition, broadcasters in this part of the world make sure the viewing experience is not disrupted by too many ads.

With integration and the blurring of lines between the three media of cinema, TV and online, advertisers should be considering a multi-format approach to planning and buying video. With ever increasing consumer choice, limiting your activity to one video platform potentially means missing out on some of your target audience. For example, 15% of 25-34 year olds no longer own a television set in their home, so reaching them with video requires more than just traditional TV advertising.

Technology will also define 2016, such as new services like Virgin’s ReplayTV, which allows viewers to go back in time, through television schedules, to view shows they may have missed. Also, the potential ability to obtain real-time audience data via set-top boxes will offer broadcasters more opportunities to monetise viewing occasions and offer programmatic solutions.

The same cannot be said for a number of online video platforms that cram in too many commercials.

This lack of understanding of the user experience is undoubtedly one reason why broadcast video players are now plateauing in terms of delivery.

Globally, the online video market is akin to the Wild West, with no regulation or quality standards.

As covered in the online section of this report, a set of standards needs to be introduced, which includes the control of advertising minutage and the number of times people see a specific commercial. This will be important to ensure the online viewer continues to use legitimate options to access their content.

However, commercial activity has to be tailored to the viewing environment. In cinema, an indulgent twominute commercial can be appreciated if it follows the rules of engagement – high quality entertainment.

Contrast that with mobile video, where 19% of online viewers defect from ads within the first ten seconds (source: Microsoft) and ads are often seen as intrusive.

Research also shows that shorter 15-second time lengths are 14% more likely to be viewed completely than 30-second ads. The phrase the medium is the message was coined in 1964 and it should be remembered today. Everyone engaged in creative development needs to learn fast about the damaging effect of long commercials online; a 30-second ad is fine on a TV set, but it can be very irritating in an online environment.

13

NEWS MEDIA 2015 was a strong year for the news media sector in the Republic of Ireland; advertising revenue increased by 2.3% in print and by circa 20% online. This is an excellent result for a medium that has suffered from poor sentiment in recent years and is a testament to its resilience. This is the first time that print has seen an increase in revenue since 2007. The picture in Northern Ireland is more challenging, where print revenue fell by 3% yearon-year. Looking ahead to 2016, we expect 1% growth in print spend in the Republic and a levelling off in NI investment levels.

Online revenues will continue to march forward by 25% in both regions.

2015 saw some significant advancements in digital initiatives; the most noteworthy example of this was the launch of Independent News & Media’s The Eye. Shaped like an eye, the new newsroom puts digital in the centre, with editorial on one side and digital developers on the other.

News comes into The Eye and, depending on its nature, it is delivered to the audience using the most appropriate title or platform.

They call this a digital-first strategy; in reality, it is a consumerfirst strategy. The knock-on effect will be a focus on sustainable audience delivery rather than specific volatile circulations. In this new paradigm, publishers will need the audience measurement ammunition to deliver on this promise.

This pilot will be helpful in addressing both entities’ issues. comScore will use the 7,000-strong database of the JNRS survey to assist in improving its panel composition; this will be an important first step to improve the accuracy, robustness and credibility of its service in Ireland. In return, the JNRS will aim to fuse the print results with live comScore digital data to establish a more precise currency.

In this report last year, we called into question the efficacy of the readership research of news brands, the Joint National Readership Research (JNRS). Under the stewardship of new leadership, a healthy dose of common sense was applied to the remit and scope of the research. In summer 2015, a root and branch review was commissioned among all stakeholders. As a result, numerous steps were taken to improve its usability and accuracy. The most interesting development is a pilot partnership with comScore. comScore is a global online media measurement company that has struggled to be accepted in this market due to under-investment and concerns over the reliability of its data.

This partnership is one of the first true examples of cross-media fusion between two separate research currencies in the Irish market. This should serve as a template for the combination of additional media, such as television, radio, out-of-home, cinema, etc., finally delivering true cross-media integration and cooperation in the future

164.5

163.9

161.5

ROI

NEWSPAPER & MAGAZINE S P E N D (@M) Source: Core Media Estimates Print spend only - online not included 14

26.2

2014

25.6

2015

25.7

2016 (F)

NI

+1 IS MICROPAYMENT THE WAY FORWARD FOR NEWS?

+2 VIDEO IS CENTRAL TO THE FUTURE OF NEWS BRANDS

+3 GOOGLE INVESTS TO MEND BRIDGES WITH NEWS BRANDS

The age-old problem of charging for online content is still causing consternation among publishers everywhere. The ‘leaky’ paywall launched by the Irish Times has been hailed as a ‘limited success’, by media insiders.

Other titles have been experimenting with alternative routes. In January, the Irish Farmers Journal, which has operated a metered paywall since 2013, began printing unique codes that give full access to the expanded content on its website until 9pm the following Wednesday. This is an interesting experiment from a sophisticated digital-embracing brand, which rewards print customers and encourages deeper relationship with its digital content. Perhaps the most exciting development in this area is the success of the so-called iTunes of journalism. The Dutch company, Blendle, is a micropayment platform for news articles. The site collates content from publishers and requires users to pay a small amount, currently ranging from 20c to 99c per item, to read articles in which they’re interested. If you don’t like the article, you can get your money back; at the moment, only 5% of users avail of this option. In its first year, Blendle signed up 450,000 customers (over 60% aged under 35). As it expands throughout the globe, Ireland’s publishers are definitely taking notice, although the company is unlikely to target the Irish market anytime soon.

It has been said that we are living in the age of the News Consumer 3.0. The first iteration was a passive reader, happily consuming content chosen by the publisher. The second version was a more active reader, consuming news across a range of platforms. Version 3.0 enjoys platformneutral digital amalgamation of reading, audio, video and social media, including aggregation of multi-source content. The ‘reader’ has evolved from being passive, to being active, to being in complete control.

In principle, we trust what we read in news media. We believe that the content has been collected by experienced, ethical journalists who have researched and fact-checked every angle. Nowadays, when many of us get our breaking news through social media or another digital source, do we need to reassess this trust? Accuracy and even truth are now a variable in news consumption; just ask all of the celebrities and politicians who have read that they have died over the past few years.

While consumers-as-journalists can give the world stunning imagery of unfolding world events, it can give rise to accidental or wilful mistruths.

Google has come up with a game-changing initiative that will address this issue. After years of arguing over unlawful use of publishers’ IP, Google has launched the Digital News Initiative. This is billed as a collaboration between Google and news publishers in Europe to support high-quality journalism and encourage a more sustainable news ecosystem through technology and innovation. This €150m innovation fund is for European publishers to develop new digital news projects, with large-scale grants needing approval from a council comprised of publishing executives and Google representatives.

Publishers must become supremely proficient in each platform, particularly video. There is no law stating that TV has exclusive rights on video, nor should news brands attempt to ape the templates established by television news. We believe that video is the future of news brands, but what is the future of video? News must be liquid enough to avail of the latest trends or development in video. Advertisers have designed commercials that live in the seven seconds it takes to scroll down an auto-played video in Facebook. News content must be nimble enough to live in that brief fraction of time just as much as it must be brave enough to tap into the appetite for long-form content like Netflix’s Making a Murderer. This is precisely the type of in-depth, issue-driven, establishment-challenging analysis at which news brands claim they are best. However, in this case, it was produced by a company that used to rent DVDs via the post.

Quality journalism does not come cheaply; the key to its survival is the monetisation of content in tandem with advertising support. Could a company, such as Blendle, started by journalists who value quality journalism above all else, arrest the decline and open the medium up to newer and younger consumers?

IN ITS FIRST YEAR, MICROPAYMENT PLATFORM BLENDLE SIGNED UP 450,000 CUSTOMERS

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Any attempt to bolster the global reputation of digital journalism, while at the same time supporting publishers in improving their online delivery of content, can only help the overall efficacy of news media.

We look forward to seeing Irish publishers’ entries among the ones to win the golden ticket when grants start in Q1 this year.

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15

RADIO In last year’s outlook we wrote about the real need for the radio industry to reboot itself; to focus on real innovation in the way radio content is produced and distributed, but also in the way it is researched. Looking back across the last twelve months we can see that the industry has made progress, but more is required in order for the medium to reach its full potential.

The Irish Radioplayer app is a great example of what is possible when the industry comes together. With over 150,000 downloads in a short space of time, it’s a positive example of radio dipping its toe in the digital waters and being rewarded.

As the app is promoted and commercialised, it promises to bring extra revenues to the medium and a better experience for the listener. Having gotten its toes wet, it’s now time for the industry to wade further; technology is now offering new ways to buy radio through programmatic audio exchanges and new ways to measure the medium through apps on smart phones and digital people meters.

The impetus to innovate has solid commercial roots. Despite listeners spending comparable amounts of time listening to radio as they do watching television and consuming online, the medium still lags behind in the advertising investment it attracts. In 2015 radio received a 14.3% share of ad spend in the Republic of Ireland compared to 15.1% in 2014; this is a greater percentage share decline than any other sector with the exception of magazines. Identifying new revenue sources and finding new ways to promote the medium has never been more important. However, due to general growth in demand, we believe that 2016 will be a stronger year for radio, with revenue growth of 5% in the Republic and 4% in Northern Ireland.

The advent of Spotify and other competitive streaming services have not decimated radio listenership as predicted by some.

Rather, listeners continue to value the unique content their favourite stations provide for them. Radio listenership has held up extremely well in comparison to the declines experienced in other media. Another avenue to tell this story must surely be explored and embraced

The debate on cross-media research in the Irish media market is set to gear up again in 2016. A like-for-like cross-media comparison from a unified piece of research would only serve to boost radio’s case for a bigger piece of the advertising revenue pie. As the hurdles to cross-media research are gradually overcome, radio must be in the vanguard of this research.

In the UK, the IPA’s TouchPoints 5 survey showed that radio accounts for 21% of adult daily media consumption, with that number holding steady over the last five years.

RADIO S P E N D (@M)

116.2

ROI

124.3

118.8

Source: Core Media Estimates 17.0

16.5

16

2014

2015

17.6

2016 (F)

NI

+1 PROGRAMMATIC OPPORTUNITY WITHIN RADIO

+2 SCHOOL FOR WRITING SHOULD BE ESTABLISHED

+3 NEW RESEARCH TECHNOLOGY NEEDS TO BE TESTED

The digital transmission of radio content opens the door for ads to be served, not just broadcast. With that possibility comes the potential for programmatic buying in radio. Without realising it, perhaps, radio is already well-placed to move quickly into this space. Right now, Irish radio can be bought as part of a digital audio exchange sold by Adforce, where Irish consumers can hear RTE’s content alongside that of tunein, talkSPORT, MixRadio and many others. Basic demographic targeting is possible with this audio buy, but with critical mass advertisers will be able to buy programmatically, reaching behavioural segments. In the US where this technology is more advanced, segments such as big box retail, insurance, travel and consumer products are sold to advertisers buying an audio audience. While it is at a very early stage, this has the potential to change how radio is bought and sold. Once the other major radio groups make their inventory available, the exchange will be able to provide meaningful quantities of airtime to be traded.

Although we have raised this issue a few times over the years, we feel the need to do so again, because not much has changed. While creativity is hard to define, it is generally acknowledged that it is a process, and that like all processes, it can be worked on and improved; perspiration aiding the inspiration, as Thomas Edison, one of the great creators, might say. One of the medium’s advantages, its cost effectiveness, has worked against it, with the ease of production leading to a glut of poor quality ads - perspiration without the inspiration. We need both.

Last year, we proposed an initiative to help address this issue; the radio industry should set up a pro-bono school for commercial radio writing, which would be open for business for just two weeks of the year, every year. A team of inspirational Irish and international tutors would impart their skills to copywriters in the business. Over time, it would reboot how creative people think about radio, write for radio and produce for radio.

An initiative like this would make a real difference to the ambition of creative people to produce great work for this wonderful medium.

The pace of change in media is rapid and pervasive. It extends far beyond the consumer’s interaction with media to the research that measures and records these interactions. Industry research continues to evolve to keep pace with the changes in technology and consumption. The Joint National Readership Survey now includes the measurement of digital readership and is soon to move away from recall data for recording online consumption. The television panel has evolved to account for the different ways that television is viewed and is currently working to integrate online video.

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This way of buying audio will complement existing radio buying and sit side-by-side on a media plan in the same way that television and online video do.

The opportunity for the media owners is not to take budget away from existing radio activity, but from other areas. According to Adforce, the majority of bookings currently being made are coming from online budgets, which is helping to grow the overall radio pie. This represents a unique opportunity for the industry to increase its revenue share.

According to the IAPI census, 11 new copywriters entered the industry in 2015. A two-week course attended by 15 people would set the industry back @77,500 each year or just 0.06% of total revenue. Surely, this would be an investment well made to help reinvent radio advertising and would have a greater effect than any amount of radio advertising awards festivals.

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The Joint National Listenership Survey, with its incredibly robust sample size of over 16,000, has faithfully measured radio listenership since 1990.

In a world that is moving to more rapid forms of measurement with a greater focus on real-time results, it is perhaps time to consider newer forms of measurement such as personal people meters, which are in operation in Norway and Denmark. This technology promises greater speed of data and accuracy in measurement, relying on recorded data rather than the memory of respondents.

It must be noted that this method is not without its challenges and it has yet to be embraced in every market. One of the main barriers is the cost of implementing the system in Ireland, across such an enormous sample size. However, it would make sense to test this new measurement method and see what we learn. It would certainly give the industry the knowledge and confidence to choose the best method to adopt for the future.

THE RADIO INDUSTRY SHOULD SET UP A PRO-BONO SCHOOL FOR COMMERCIAL RADIO WRITING

17

OUT OF HOME Out-of-home (OOH) enjoyed another year of growth in 2015, with a lift of 5% in the Republic of Ireland and 3% in Northern Ireland. Looking ahead, the improving economy will continue to deliver an increase in brand campaigns, which will bring further growth of 5% and 3.3% for ROI and NI respectively in 2016. In a rapidly evolving and fragmenting media landscape, OOH retains its key strength as a mass-market branding medium and will benefit from any such upturn in brand building activity.

The strengthening economy brings increases in population, traffic count and footfall, each of which will benefit out-of-home media. The Republic of Ireland population has already increased by circa 81,000 since 2010, while the Northern Ireland figure is up by approximately 73,000 over a similar period. Over the past year, Republic of Ireland transport passenger numbers are up by 3.6%, while new car sales are up 30%. These growth figures will further accelerate during 2016.

As with previous years, 2016 will witness a number of tenders for high profile contracts. The Northern Ireland bus shelter contract (currently with Clear Channel Adshel) will come up for review and this will be followed by the Republic of Ireland contract.

Bus shelters constitute the largest single OOH format with over 6,000 panels across the island of Ireland. Such competitive tenders generally result in notable improvements to the medium following the awarding of the contract. For example, there is a plan to install 1,000 digital screens across London’s bus shelter network under a new contract this year; any visitor to Oxford Street will experience the impact of such sites. While bus shelter sites in Ireland have been developed to adopt a number of new technologies and innovations to date, we can expect this to accelerate over the next two years.

The proposed restrictions will prohibit alcohol advertising on all public transport, at bus stops, at train, Luas and bus stations, and also within 200 meters of schools, crèches and park perimeters.

This would result in severe limitations for any alcohol advertising in urban areas. There is strong opposition to these restrictions, as there is no evidence to support their enactment. Furthermore, Ireland already has the strictest placement and ad content codes of most global markets. Alcohol advertising has been proven to be a driver of brand share, not overall consumption. The passage of this legislation is uncertain, but we can say that these restrictions are highly unlikely to come into effect this year

On a cautionary note, the Public Health (Alcohol) Bill, if fully enacted, will impact negatively on advertising investment in OOH. In 2005, alcohol accounted for 16% of all ad spend on the medium, dropping to 10% in 2015. While the OOH sector is not as reliant as previously on alcohol advertising, the proposals are viewed by the advertising industry as draconian.

OUT OF HOME S P E N D (@M) Source: Core Media Estimates

16.6

16.1

18

2014

2015

ROI

68.8

65.6

62.5

17.1

2016 (F)

NI

+1 MEASUREMENT OF OOH MUST TAKE QUALITY INTO ACCOUNT

+2 BESPOKE CREATIVE IS ESSENTIAL FOR DIGITAL POSTERS

+3 OUR CITIES MUST EMBRACE DIGITAL OPPORTUNITIES

The OOH market in Ireland is changing rapidly, with a notable shift towards quality at the expense of quantity. Exterion Media has removed 230 panels from the CIE estate since 2014, Clear Channel has reduced its number of sites by 25% since 2010 and JCDecaux is currently reducing its number of large roadside panels by 23%. As this cull of lower quality sites has progressed, each of the main OOH media owners has invested in developing higher quality sites. Exterion Media has recently introduced Capital Ts onto buses in Dublin, extending the size of the advertising canvas by 46% over the current T-Side format. JCDecaux continues to upgrade its existing 48-sheet and 96-sheet plant, resulting in the introduction of the Première package in late 2015, with 14 high-quality sites in the Republic of Ireland and eight in Northern Ireland. JCDecaux is also developing its 48-sheet HD sites, with 70 now available in the Republic and 20 in the North.

There are now 2,200 digital sites available to advertisers, representing over 10% of total out-of-home plant. The majority of digital sites are located in retail outlets or transit stations, as opposed to roadside. This number of digitally enabled sites will continue to grow. Exterion Media is replacing high profile 6-sheet poster sites in key rail stations with digitally enabled dPods and JCDecaux is continuing the roll-out of digital iVision sites in shopping centres. Although not described as ‘digital’, Clear Channel has installed NFC and QR code tags on 2,500 sites, affording brands the opportunity to engage more deeply with consumers.

Local authorities must continue to show real vision with regard to the potential benefits of high-quality digital out-of-home media for our cities and our citizens. Many European city councils are developing new partnerships with outdoor media owners to install advertiser-funded street furniture, which brings practical benefits to the consumer. We have already witnessed the success of the Dublin City Council/JCDecaux partnership with regard to the popular dublinbikes scheme. Our clients are currently using commercial outdoor sites to offer consumers a range of useful services including phone top-ups, discount vouchers and fun interaction with real-time user generated content. In the UK, Clear Channel has just unveiled plans to replace redundant phone boxes with digital kiosks containing built-in advertising screens, equipped with voice and data capabilities and interactive journey planners. Back home, we believe that our local authorities see the opportunity and will meet this challenge.

We all wish to market our cities as ‘smart’ and digital OOH investment will be an important ingredient of this. We should all experience how digitally enabled Ireland is when walking down, or commuting through, any main city thoroughfare.

Mindful of this change, media planners, clients and auditors need to review how OOH is planned and bought. Should the significant amount of research available restrict us to buying campaigns on the basis of coverage and frequency figures only? Brands benefit from exposure on well maintained, high quality sites; should the conversation not move towards a balance between the quantitative elements (audiences delivered) and the qualitative (the impact of the sites selected)? We believe that effective campaign planning should take qualitative and quantitative factors into account. They are equally important.

Are we collectively (clients and agency partners) maximising the creative potential of these dynamic formats? Are we creating bespoke work for them, mindful of their bias towards particular venues and the consumers’ mind-set at these locations? The answer is no, in many cases. Too many client briefings keep creative separate from media. This does not deliver the most effective campaigns. Consumers have a different experience with digital formats and the creative needs to take account of this. As the number of digital sites continues to grow in 2016, it is very important that media planners (working hand-in-glove with experiential and social teams) should be asked for their opinion at the outset, as creative teams start to address the brief. In many instances, this may result in more than one creative execution being developed, requiring additional production investment, but delivering better results.

+ W E N E E D A J O I N T- I N D U S T RY BODY TO ENGAGE WITH LOCAL AUTHORITIES TO DRIVE INVESTMENT IN DIGITAL STREET FURNITURE

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High-quality digitised advertising sites can be used by local authorities (in partnership with OOH media owners) to communicate time-sensitive safety messages, road closures, diversions, etc. In 2016, we need one body representing OOH media owners, specialists, clients and agencies to engage with local authorities with the objective of introducing interactive, high-quality, optically pleasing and beneficial street furniture to our streets, while limiting any potential cost to the public through mutually beneficial public/ private partnerships.

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SPONSORSHIP 2015 was the strongest year for sponsorship in some time.

Investment increased by 11% in the Republic of Ireland to @124 million and by 10% in Northern Ireland to £8.6 (@11.2) million.

Rights acquisition spend increased with many new deals and renewals; AIB became the first club and county sponsor of the GAA, Electric Ireland partnered with Team Ireland, Three renewed its successful partnership with the FAI and the SSE Arena (formerly the Odyssey) was unveiled in Belfast. Notably, more sponsors have grasped the importance of allocating suitable funds to activate their rights and the focus on activation, as the key route to investment return, was particularly evident. Aer Lingus and its IRFU partnership is one to highlight here as exceptional. Looking ahead to 2016, we expect investment in sponsorship rights to increase by 6.5% in the Republic, driven by tier one properties, in particular. Smaller rights holders will still struggle to achieve equivalent increases. In NI, after a better year than expected in 2015, we forecast an increase of just over 5%.

In 2015, the car market didn’t just return to sponsorship, it completely embraced it. Deals struck included Nissan & the Ray Darcy Show, Renault & the Late Late Show, Windsor Motors & Leinster Rugby, Audi & the Dublin International Film Festival and Land Rover and the Rugby World Cup. A highlight of 2015, the Rugby World Cup was a major success, driving record TV viewing and attendances at games. Sponsors of the tournament saw a major departure in rights packaging with official partners buying specific ‘ownable’ assets, purpose made for ready activation.

Heineken’s Coin Flip was an excellent example of this, cleverly activated with a partnership on TV3’s The Sin Bin.

The big issue for the industry remains the lack of robust measurement and dearth of performance related data. This is a failing on all sides, but return on investment (ROI) must be the remit of the sponsor. Without doubt, the rights holder should provide performance data of its own, but real ROI is matched to business objectives and only a sponsor can measure this effectively.

So, in 2016, we can expect increased and superior activation investment, an emphasis on the importance of digital assets and content, increased spend on measurement and more naming rights agreements

A hugely exciting year lies ahead in 2016. We will see superior activation strategies as marketers demand better use of their assets and rights holders create more bespoke rights packages, fitting more naturally with sponsors’ objectives. It is now well appreciated that sponsorship is one of the most powerful marketing platforms available. With multiple music and arts festivals, the Olympics and Euro 2016 to look forward to, in addition to the staples of the All Ireland and the RBS Six Nations, it is no wonder the sponsorship world is alive with excitement.

SPONSORSHIP S P E N D (@M)

111.8

ROI

132.4

124.3

Source: Core Media Estimates 11.2

10.2

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2014

2015

11.8

2016 (F)

NI

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+1 SUPERIOR A C T I VAT I O N STRATEGIES ARE NEEDED

+2 IMMERSIVE MEDIA SPONSORSHIPS BECOMING THE NORM

+3 SPONSORS LOOKING FOR MORE FROM RIGHTS HOLDERS

2016 will be a busy year with prominent Irish involvement in the Olympics, UEFA European Championship, Ryder Cup and Paralympics, not to mention the regular events on the Irish festival and sporting calendar. Each will present an exciting opportunity for sponsors to engage with fans. However, it can be difficult to stand out from the crowd of multiple sponsors, and indeed nonsponsors, who might ambush the event. Therefore, it is vital that a sponsor makes their property rights work hard for them, through superior activation. It is crucial for a sponsor to understand what rights they have and how they can creatively use them to their advantage.

Brands that master this go beyond the purchase of rights; instead, they recognise ways to leverage their assets powerfully. This allows them to create a value exchange with consumers. A sustained video series from team sponsors Three, during the Rugby World Cup, amassed over 500,000 views and provided a more authentic content experience for fans. Adept Irish sponsors are already mastering activation, and seeing the benefit; it’s time some others caught up.

The world of broadcast sponsorship is rapidly evolving.

While the motivations for engaging in broadcast sponsorship remain consistent, the executions are becoming increasingly innovative and tailored to brand objectives. The industry, as a whole, is shifting towards the area of branded content and ad-funded programming. We are seeing sponsors move away from merely badging a property; they are now forming part of the story or programme narrative. This means broadcast sponsorships are becoming more immersive and more dynamic. As a result, sponsors can expect to enjoy more control, more involvement and, crucially, a higher degree of engagement with consumers. Of course, for a sponsor to receive maximum return, this has to be done correctly. A programme cannot exist solely to be editorial for a brand, and it is essential that this is understood by all parties. The editorial integrity of the programme must be maintained. 2015 saw AIB create The Toughest Trade in celebration of its sponsorship of the AIB Club Championships; this is a strong example of how to get the balance right.

More brands will truly appreciate the role that sponsorship can play in addressing business needs in 2016. They will look closely at the rights they own, or seek to buy, to ensure they can be fully leveraged and they will seek expert opinion before signing. At the same time, there will be an increased expectation of robust evaluation, sophisticated data and fan analysis.

Combined, these trends will put increasing pressure on rights holders to better service sponsors’ needs.

Rights holders who invest to meet this demand will benefit. Globally, more rights holders are working with sponsors in the activation space, even co-marketing those activations when possible. At the same time, the majority of Irish sponsors believe their partners can provide a better service. Sponsors place high value on partners who go the extra mile and demonstrate a commercial understanding of their business.

The use of digital and social media activation is something that we expect to play a massive role in sponsorship this year. The implications of superior sponsorship activations can only be positive for all parties involved. The fans and audiences win because better activation means a better experience for them; and as long as they are happy, the sponsor and rights holder are sure to benefit.

2016 promises to see brands become smarter in their approach to broadcast sponsorship and content, while broadcasters themselves are becoming more astute in the creation of commercial content. As a result, it’s a hugely exciting time for marketers and broadcasters alike, as they seek to create viewer-led programming that also satisfies the commercial objectives of brands. Measuring the effectiveness of this content will become the new challenge.

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In the UK, the FA Cup has been working hard to increase its appeal to the tech-savvy younger fan. It is working closely with Instagram, is active on Twitter and is venturing into gaming. The rights holder is taking the lead for the benefit of fans and sponsors; particularly, in this case, for its new headline sponsor Emirates. 2016 will be the year that rights holders invest in resources to work more closely with partners, not only to meet increased sponsor demand, but for the benefit of its other customers - the fans.

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THE BIG ISSUE REMAINS THE LACK OF ROBUST MEASUREMENT AND DEARTH OF PERFORMANCE RELATED DATA

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DIRECT MARKETING 2016 offers a great deal of optimism for the direct marketing industry. Year two of the long-awaited Eircodes will bring increased opportunity as households become more accustomed to the process and businesses adopt targeting and segmentation techniques that allow for more effective communication. Brands will increasingly harness the power of data to deliver the right message, to the right people, at the right time. But brands should beware; increased data does not represent permission to bombard consumers in an irresponsible manner.

2016 will be the year of data responsibility, as brands develop strategies to manage the wealth of customer information that they have at their disposal. With over two thirds of Irish adults receiving communication from brands via email on a weekly basis, the opportunity to stand out will become increasingly challenging and brands will need to think carefully about how each channel works together to deliver a seamless consumer experience. According to research carried out by Millward Brown, 54% of consumers are more likely to search for a company online after receiving a piece of direct mail, and it is through understanding how to capture this demand that success will be determined.

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As a result, direct marketing spends will continue to grow, with up to 29% of marketing budgets being invested below-theline (source: Ipsos MRBI), as brands strive to deliver relevant and timely communication in a 100% addressable manner.

Indeed, one could argue that direct mail is now the only 100% addressable medium. As consumers go to increased lengths to avoid or even block brand communications, trust and value have never been of greater importance to marketers; this will see direct mail gain at the expense of other channels. 33% more consumers trust marketing messages sent via direct mail than the equivalent email form (source: Millward Brown) and this number increases significantly when the communication is from a brand or service that the consumer currently has a relationship with; this is because people trust tangible things. 47% of Irish adults are more likely to make an online purchase if the business sends them a hard copy brochure first (source: Ipsos MRBI); the recent queues for holiday brochures are a testament to the power of the tangible.

As the US gears up for a year of elections, all presidential hopefuls are aiming to curry favour with the grass roots voters.

Chief amongst these is first-time Republican candidate Ben Carson, who has raised over $50 million in donations from one million supporters, all recruited via direct mail. Nearer to home, charities remain invested in direct mail as their main source of funds, which is a testament to the attention paid to, and the trust placed in, this channel by consumers

+1 TWO-DAY TURNAROUND FOR DIRECT MAIL CAMPAIGNS

+2 TRADITIONAL MAIL BEATS EMAIL IN EFFECTIVENESS

+3 WE NEED HIGHER CREATIVE STANDARDS

For years, the direct mail arena has been dominated by large print runs, which blanket-bombed consumers with offers that took no notice of their specific location. The opportunity to target was limited and the time required to do so made the turning circle of an oil tanker look small.

In a medium that requires personalisation and connection, this was a significant hurdle to overcome.

In a world infused with data, understanding the value derived from customers is crucial to success. Getting the balance right between attracting new customers and rewarding existing ones is the starting point, but going deeper and understanding their future value will result in greater business success. The knowledge of which customers have the greatest influence and rewarding them with a meaningful experience, and communicating with them in an appropriate manner, will separate success from failure. Segmenting your existing customer base and delivering different offers via different means will deliver significantly better results.

Very few media can guarantee that the intended recipient will literally get their hands on your communication. Understanding your consumer and delivering a relevant, impactful message can have a significant impact on direct marketing success, but we believe that this opportunity is not being treated seriously by many brands. Standards need to be improved and an overhaul of the creative approach is required. The creative approach used really matters; according to Behaviour & Attitudes research, 62% of 15-34 year old adults are more likely to open mail if the design is impactful. In 2015, there was an industry campaign to encourage marketing agencies to use multi-sensory techniques to connect with consumers. Whether it’s a smell, sound, touch or even taste, we have never had a more effective blank canvas to engage with consumers, but in the majority of cases marketers continue to default to dull, uninteresting and ineffective approaches that do nothing to advance their brands.

With advances in technology, comes significant opportunity for brands to enter the direct marketing world at minimal cost. Printing processes used to prevent agility, but digital printing techniques, coupled with the ability to target consumers with small print runs, have now revolutionised the industry. Products such as An Post’s ‘Admailer’ now allow marketers increased flexibility and the opportunity to turn a direct mail campaign around in two days. As technology evolves, these opportunities will continue to expand, with the result that any retailer who spots a sales dip over the weekend can get a direct mail promotion up and running in time to address the following weekend’s sales period.

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Test different options to see what works best; sometimes the craziest ideas deliver the greatest impact. A few brands are already doing this well, whether it is Corelle, the manufacturer of unbreakable dinnerware, which printed a letter to magazine editors directly on its product with this message; “A plate that can survive the mail can survive anything”, or the Canadian Cat Litter Warehouse that engaged with cat owners through their pets by spraying the leaflets with a scent that drives even domestic cats wild. Understanding how your customers will receive and value the communication is a key determinant of success.

54% OF CONSUMERS ARE M O R E L I K E LY T O S E A R C H FOR A COMPANY ONLINE AFTER RECEIVING A PIECE OF DIRECT MAIL

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But getting it right is proving more challenging, as more and more brands use data as de-facto permission to badger consumers into submission with repeated email-based communication offering little or no perceived value.

This has led consumers to opt out of receiving irrelevant offers, which has created an obstacle for meaningful communications to cut through. Direct mail can be helpful here; recent Ipsos MRBI research has shown that 80% of adults prefer to receive loyalty communications via mail, compared to only 30% via email. Also, mail-based loyalty offers are 50% more likely to be redeemed. Blanket loyalty schemes have obvious limitations, most notably affordability. Brands, therefore, need to understand the value that consumers place on their loyalty and deliver messages, and offers, in the environment that is going to have the greatest impact.

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CONTENT Creativity and good storytelling have always been, and will continue to be, the backbone of any effective piece of communication. The ability to engage with people remains grounded in an insight, idea and execution that inspires, motivates and informs.

However, we predict that 2016 will be the year that content-led marketing is embraced by a majority of advertisers. Our view is that all advertising is content and all content is advertising; in this interchangeable world, we need new approaches that move away from the principles of shouting for attention, to drawing consumers in with messaging and propositions that they embrace and enjoy. Brands need to rely less on interrupting what consumers are interested in, and endeavour to become what consumers are interested in. Although presenting a more complex set of opportunities, this shift will result in deeper and more effective communication between brands and their audiences via deeper understanding of consumer interaction and reaction to their communications.

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A change in agency structure is needed to facilitate this shift, with blended skill-sets including creative, technical, editorial, search, media, social and data required to create and execute a successful content strategy. These teams must work together, in collaboration with the brand, to create and curate content that is authentic to the brand and of interest to its audience. A content strategy is not a Happy Friday post on Facebook at the end of every week; it is a measured, dynamic, multi-format approach to communications, fuelled by data. It is art and science in unison.

It is in digital channels where the requirement for a content strategy will be most pronounced this year. Advertising campaigns can struggle to cut through when there is already so much content online for people to consume, react to and participate with. Ad blocking has put power in people’s hands to disengage with advertising they see as intrusive, so it is incumbent on brands, and their partners, to create content that has more meaning for consumers.

The main areas of focus for marketers, as a result of this shifting approach, is to understand the role that content can play in achieving communications objectives. Content can build advocacy, encourage participation, improve discoverability in search engines, shift sentiment, build consideration and, most importantly, drive sales. Marketers must also embrace the requirement for multiple pieces of content that communicate the same message, albeit in different ways through different formats. Telling the story in short-form is key to grabbing attention and once people have chosen to engage with the brand further, longer-form content becomes more acceptable. Finally, new skill-sets will emerge this year to bring creative and media closer together, leveraging the power of both

+1 C O N T E N T- L E D COMMUNICATIONS MUST BE EMBRACED

+2 MULTIPLE PIECES OF CONTENT ARE NECESSARY

+3 MECHANICAL SKILL-SETS ARE REQUIRED

With a myriad of communications platforms to choose from, and the immediate/always-on access to information, people are now exposed to more content than ever before. They will only engage with interesting content and will blank or block content in which they are disinterested. The challenge is to create content that is easy to access, easy to participate with and is meaningful and useful to the intended audience, while still achieving the objectives required. This is the year that marketers must consider moving away from strategies that are exclusively advertising-led and begin to embrace content-led communications. The overriding change in approach is in how data must now be used within the creative process.

The message must be grounded in insight from data, so that it becomes dynamic, changing based on actual engagement and effectiveness.

Multivariate testing of messaging will ensure continued improvement using data, once again, to influence and help shape the brand story.

Content becomes the communications channel in its own right and the powerful by-product is the data this content produces across levels of engagement, shareability, etc.

Understanding target audiences, gaining new insights and telling an engaging story remains critical. That story can no longer be told via television ads or a radio campaign in isolation. Marketers have to provide the story in various formats, and through a range of channels, to reach the target audience effectively. Driven by waning attention spans, more clutter than ever, and continued growth of digital, content that is short, snappy and cuts through will be most effective.

As creative and media re-converge, new skill-sets have started to emerge and will become essential. This is particularly evident in the area of social media and programmatic buying, where the number of platforms, placements and formats can be overwhelming. Traditionally, successful communications campaigns are created and executed by creative experts, while delivered to the audience by media experts. It is becoming increasingly evident that there is a gap in these skill-sets; the deep understanding of the bridge between creative execution and distribution.

Today’s practitioners need to understand each format available across all platforms in detail; the technicalities behind how they work, their advantages and limitations in achieving particular objectives, and the level of engagement to expect from each one. These specialists are the glue between the creative teams telling the story and the media planners selecting the channels. They know how to tweak and tailor creative executions to best fit certain formats and they know exactly which formats will be successful in targeting a certain audience. We refer to them as mechanics.

In 2016, marketers should seek out these mechanical skill-sets in their agencies and their own teams. Their observations and recommendations are subtle, but they result in incremental improvements in performance and efficiency. Typically, they come from media backgrounds and are comfortable with data analysis and insights, while at the same time craft ideas that connect and engage. Only the brightest need apply.

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Particularly in the digital space, it is essential for advertisers this year to understand where their messages are being placed and how the performance of those messages is being measured. The insights gathered from this data will feed into creating more tailored and personal content in the next iteration or campaign, resulting in communications that are always better than the last at connecting with a target audience.

Marketers need to continue to tell a story that is meaningful and engages, and then consider all the channels in which the story will be effective.

Within this mix, digital media must be viewed as a multi-channel environment. The story cannot be told from one master format that is re-cut and re-sized across channels via a cookie cutter. Marketers have a large toolkit of formats at their disposal now, ranging from native video on Facebook, blog posts, through to branded content with publishers and paid-for ads. Each placement should be considered based on its suitability to the overall story and how it can be tailored to cut through and reach the target audience. The use of video is critical. The big challenge for brands will be moving from the TV ad mind-set to a world of multiple videos.

How challenging will it be for a company to brief its agency to create one hundred eight-second content videos rather than one anthemic 40-second ad? Rise to that challenge and win.

BRANDS WILL BE MOVING FROM A TV AD MIND-SET TO A WORLD OF MULTIPLE VIDEOS

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FOR MORE INFORMATION PLEASE C O N TA C T:

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CRAIG FARRELL TEL: +353 1 645 2951 WEB: WWW.STARCOM.IE EMAIL: CRAIG.FARRELL@STARCOM.IE @WEARESTARCOM