Mi3 Audio Edition

Mi3 Audio Edition

A weekly wrap of the “must-know” developments in Marketing, Media, Agency and Technology for leaders and emerging leaders in the industry. Veteran industry journalist and Mi3 Executive Editor Paul McIntyre talks each week with guest markete

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Season 1


The war on brand, the death of hyper-targeting and why marketers need to market to finance or see budgets slashed – B2B Institute, NAB and Mindshare on key trends for 2023 and beyond

Personalisation is possibly “the worst idea we have come across in digital marketing,” per B2B Institute’s John Lombardo – even Amazon can’t do it properly. “Find the biggest things that matter to the biggest group of buyers – that's the real commercial opportunity,” per Lombardo. He thinks 1:1 personalisation ultimately leads to a surveillance state. The downturn-induced swing back to performance over brand is another big mistake. “It’s survival, I get it … But you can't just keep on adding up the short-terms and expect some sort of long-term strategy.” Former performance purist, Maria Grivas, now CEO at Mindshare, thinks performance marketers are much maligned – and are targeting longer-term growth as well as immediate gains. The problem is that CFOs demand demonstrable growth metrics. That means marketing to finance, per Lombardo, should be the “most urgent” CMO 2023 agenda item, “otherwise we get our budgets cut”. Elly Bloom, Executive Marketing, Business & Private Banking at NAB, is doing just that, using market mix modelling (MMM) to demonstrate which investments are generating returns in hard business terms – and where to spend next. “It’s been invaluable”, says Bloom. Lombardo doubts econometric models can accurately prove where marketing is moving the needle – but thinks even demonstrating attempted due diligence to CFOs via MMM serves its purpose.

The war on brand, the death of hyper-targeting and why marketers need to market to finance or see budgets slashed – B2B Institute, NAB and Mindshare on key trends for 2023 and beyond

Personalisation is possibly “the worst idea we have come across in digital marketing,” per B2B Institute’s John Lombardo – even Amazon can’t do it properly. “Find the biggest things that matter to the biggest group of buyers – that's the real commercial opportunity,” per Lombardo. He thinks 1:1 personalisation ultimately leads to a surveillance state. The downturn-induced swing back to performance over brand is another big mistake. “It’s survival, I get it … But you can't just keep on adding up the short-terms and expect some sort of long-term strategy.” Former performance purist, Maria Grivas, now CEO at Mindshare, thinks performance marketers are much maligned – and are targeting longer-term growth as well as immediate gains. The problem is that CFOs demand demonstrable growth metrics. That means marketing to finance, per Lombardo, should be the “most urgent” CMO 2023 agenda item, “otherwise we get our budgets cut”. Elly Bloom, Executive Marketing, Business & Private Banking at NAB, is doing just that, using market mix modelling (MMM) to demonstrate which investments are generating returns in hard business terms – and where to spend next. “It’s been invaluable”, says Bloom. Lombardo doubts econometric models can accurately prove where marketing is moving the needle – but thinks even demonstrating attempted due diligence to CFOs via MMM serves its purpose.

54:58

EP249 - S1

1 Dec 22

‘Tortuous transformation’: From Suncorp to News Corp – how former CMO Mark Reinke reinvented to lead consumer media and crack 1 million subscribers; new growth from ‘throwing out old media rules’ with AI, tech stacks, UX and a paying younger, restless set

The intense heat and conjecture coming on the subscription models of Netflix, Stan, Paramount+, Disney+ and beyond may, ironically, not cut so deep for battle-weary publishers if they keep moving fast with new bundled products, content, AI and UX. That’s Mark Reinke’s view, who moved from financial services to the media industry in 2019 and admits plunging into a baptism of fire – publishing is tough, News Corp to many even tougher. Under Reinke, News Corp has launched subscription puzzles, mindfulness and wagering sites, its first podcast series - crime - with Apple that is casting for a global subscription audience and a younger version of The Australian – The Oz - which looks more like Instagram and has attracted 500,000 younger readers since launching six months ago. News Corp’s Australian experience is matching – ahead in some areas – what is underway globally among publishers according to Tim Rowell, APAC boss of subscription platform Piano, which counts 3,000 media titles worldwide using its tech. Rowell says editors and journalists have seen many of their assumptions challenged about how audiences consume and behave with content – the old newspaper lifestyle sections are returning as new gold in rebundled digital subscription packs – and there are big lessons for brands, their advertising plans and content marketing investments. Heads-up: move faster, experiment more, repackage content, use AI to find smaller but lucrative emerging audiences and blow up assumptions. New rules are playing out.

‘Tortuous transformation’: From Suncorp to News Corp – how former CMO Mark Reinke reinvented to lead consumer media and crack 1 million subscribers; new growth from ‘throwing out old media rules’ with AI, tech stacks, UX and a paying younger, restless set

The intense heat and conjecture coming on the subscription models of Netflix, Stan, Paramount+, Disney+ and beyond may, ironically, not cut so deep for battle-weary publishers if they keep moving fast with new bundled products, content, AI and UX. That’s Mark Reinke’s view, who moved from financial services to the media industry in 2019 and admits plunging into a baptism of fire – publishing is tough, News Corp to many even tougher. Under Reinke, News Corp has launched subscription puzzles, mindfulness and wagering sites, its first podcast series - crime - with Apple that is casting for a global subscription audience and a younger version of The Australian – The Oz - which looks more like Instagram and has attracted 500,000 younger readers since launching six months ago. News Corp’s Australian experience is matching – ahead in some areas – what is underway globally among publishers according to Tim Rowell, APAC boss of subscription platform Piano, which counts 3,000 media titles worldwide using its tech. Rowell says editors and journalists have seen many of their assumptions challenged about how audiences consume and behave with content – the old newspaper lifestyle sections are returning as new gold in rebundled digital subscription packs – and there are big lessons for brands, their advertising plans and content marketing investments. Heads-up: move faster, experiment more, repackage content, use AI to find smaller but lucrative emerging audiences and blow up assumptions. New rules are playing out.

01:01:35

EP248 - S1

28 Nov 22

QMS’s ‘world first’ outdoor attention pilot How Amplified Intelligence measures

QMS has carried out a world first outdoor attention pilot with Amplified Intelligence, aiming to train Artificial Intelligence to recognise audiences – not dogs – viewing assets like street furniture. After a feasibility study with Amplified Intelligence CEO Karen Nelson-Field last year, her team put cameras around assets to track gaze, recognise faces and even “pose estimation” to measure humans as opposed to cars, prams and dogs. “It is literally world first in this space,” says Nelson-Field. Outdoor attention is not necessarily fleeting – think people waiting for a bus. The aim, QMS’s Chief Strategy Officer Christian Zavecz says, is to understand outdoor assets and share that data with the industry. “It’s not about us versus them,” he says. “We've always had a major focus of moving from just eyeballs to influence and understanding what drives better results for our clients. It just made a lot of sense.”

QMS’s ‘world first’ outdoor attention pilot How Amplified Intelligence measures

QMS has carried out a world first outdoor attention pilot with Amplified Intelligence, aiming to train Artificial Intelligence to recognise audiences – not dogs – viewing assets like street furniture. After a feasibility study with Amplified Intelligence CEO Karen Nelson-Field last year, her team put cameras around assets to track gaze, recognise faces and even “pose estimation” to measure humans as opposed to cars, prams and dogs. “It is literally world first in this space,” says Nelson-Field. Outdoor attention is not necessarily fleeting – think people waiting for a bus. The aim, QMS’s Chief Strategy Officer Christian Zavecz says, is to understand outdoor assets and share that data with the industry. “It’s not about us versus them,” he says. “We've always had a major focus of moving from just eyeballs to influence and understanding what drives better results for our clients. It just made a lot of sense.”

25:37

EP247 - S1

28 Nov 22

‘Hundreds of millions of dollars will move quickly’: Foxtel Media’s Frain, Razorfish’s Tonelli and Tubi’s Fitch on AVOD’s next battlegrounds of frequency capping, measurement and personalisation

Australia’s AVOD wars are heating up. Foxtel Media boss Mark Frain reckons “tens if not hundreds of millions of dollars” will move in the next 12-18 months. User experience will win, making ad loads and frequency capping a key battleground. Razorfish boss Jason Tonelli warns that presents a new problem for publishers: As users hop from one service to the other, how will BVOD and AVOD players collectively manage frequency capping? “That will be the next frontier”. Brands are hungry to test the waters, adds Tonelli, with early adopters lenient on measurement. But down the track, measurement will need to be robust. “Is it OzTam or not? That is a debate we have to have.” Foxtel’s Frain says sitting outside of OzTam hasn’t stopped Foxtel writing revenue on Kayo. Ultimately, per Tyler Fitch, head of Advanced TV & Partnerships at Tubi – which has amassed 50m AVOD subscribers – breadth of content, personalisation and UX will determine winners from losers. He thinks the former SVOD purists that once “scoffed” ad ad-funded models have some hard lessons ahead.

‘Hundreds of millions of dollars will move quickly’: Foxtel Media’s Frain, Razorfish’s Tonelli and Tubi’s Fitch on AVOD’s next battlegrounds of frequency capping, measurement and personalisation

Australia’s AVOD wars are heating up. Foxtel Media boss Mark Frain reckons “tens if not hundreds of millions of dollars” will move in the next 12-18 months. User experience will win, making ad loads and frequency capping a key battleground. Razorfish boss Jason Tonelli warns that presents a new problem for publishers: As users hop from one service to the other, how will BVOD and AVOD players collectively manage frequency capping? “That will be the next frontier”. Brands are hungry to test the waters, adds Tonelli, with early adopters lenient on measurement. But down the track, measurement will need to be robust. “Is it OzTam or not? That is a debate we have to have.” Foxtel’s Frain says sitting outside of OzTam hasn’t stopped Foxtel writing revenue on Kayo. Ultimately, per Tyler Fitch, head of Advanced TV & Partnerships at Tubi – which has amassed 50m AVOD subscribers – breadth of content, personalisation and UX will determine winners from losers. He thinks the former SVOD purists that once “scoffed” ad ad-funded models have some hard lessons ahead.

44:20

EP246 - S1

24 Nov 22

Moving the needle: NAB brand chief on how the bank ‘held the line’ in the face of anti-vaxxer ‘keyboard warriors’, turned their rage into brand and business growth – as JAB helped drive Australia out of lockdown

At the height of anti-vaxxer revolt, with protest boiling out on the streets, NAB decided to nail its colours to the flag and launch a pro-vaccine campaign – changing its name to JAB seven days after signing off the brief. A bold move for a risk-averse ASX-listed bank and NAB was bracing for blowback from “keyboard warriors”. Within hours, it arrived in spades. But the bank “held the line”, per NAB Head of Group Brand Faycal Ben Abdellaziz – and the stream of vitriol actually helped propel NAB JAB to go viral. What’s more, anti-vaxxers vowing to close accounts were largely all talk. Instead, NAB gained thousands of customers, while engagement rates and brand reputation metrics shot to multiyear highs, and played a role in Australia reopening weeks ahead of schedule. With a downturn likely, Ben Abdellaziz suggests JAB’s legacy is bravery and that the bank won’t let “an extremely vocal minority” water down its approach to bold work. NAB, he says, won’t be pulling back on brand spend either, whatever the economy throws up next.

Moving the needle: NAB brand chief on how the bank ‘held the line’ in the face of anti-vaxxer ‘keyboard warriors’, turned their rage into brand and business growth – as JAB helped drive Australia out of lockdown

At the height of anti-vaxxer revolt, with protest boiling out on the streets, NAB decided to nail its colours to the flag and launch a pro-vaccine campaign – changing its name to JAB seven days after signing off the brief. A bold move for a risk-averse ASX-listed bank and NAB was bracing for blowback from “keyboard warriors”. Within hours, it arrived in spades. But the bank “held the line”, per NAB Head of Group Brand Faycal Ben Abdellaziz – and the stream of vitriol actually helped propel NAB JAB to go viral. What’s more, anti-vaxxers vowing to close accounts were largely all talk. Instead, NAB gained thousands of customers, while engagement rates and brand reputation metrics shot to multiyear highs, and played a role in Australia reopening weeks ahead of schedule. With a downturn likely, Ben Abdellaziz suggests JAB’s legacy is bravery and that the bank won’t let “an extremely vocal minority” water down its approach to bold work. NAB, he says, won’t be pulling back on brand spend either, whatever the economy throws up next.

37:42

EP245 - S1

21 Nov 22

‘We’re definitely seeing a pullback’: Pure-play online retailers squeezed as Covid bubble pops, digital ad costs ‘go through roof’, shoppers head back to stores; Alquemie-Mosaic chair plans physical stores for Surf Stich, tech stack overhaul to cross-sell General Pants, Lego, Noni B

Richard Facioni, chair of retail groups Alquemie and Mosaic Brands – with upwards of 1,000 stores and brands including Surf Stitch, General Pants, Lego Stores, Ginger & Smart, Noni B and Rivers – thinks ecom pure players may be in trouble. Shoppers have swung back to physical stores just as digital customer acquisition costs “are going through the roof”. If marketers turn off the taps, sales evaporate, which could spell danger for the likes of The Iconic and Adore Beauty. Versus last year, “we’re definitely seeing a pullback in online,” he says, with some brands back as much as 30 per cent. Meanwhile, retailers that stocked up to head off crunched supply chains may find themselves scrambling to offload in January as a “definite slowdown” bites. Facioni hates the word ‘omnichannel’, but says it’s the future of profitable retail – hence lining up a physical presence for $50m acquisition Surf Stich, currently an online pure-player. Fresh back from Dreamforce, Facioni’s helping steer both group’s commerce and ERP stacks, with a customer data platform likely to follow. He also predicts social commerce will be the next revenue frontier.

‘We’re definitely seeing a pullback’: Pure-play online retailers squeezed as Covid bubble pops, digital ad costs ‘go through roof’, shoppers head back to stores; Alquemie-Mosaic chair plans physical stores for Surf Stich, tech stack overhaul to cross-sell General Pants, Lego, Noni B

Richard Facioni, chair of retail groups Alquemie and Mosaic Brands – with upwards of 1,000 stores and brands including Surf Stitch, General Pants, Lego Stores, Ginger & Smart, Noni B and Rivers – thinks ecom pure players may be in trouble. Shoppers have swung back to physical stores just as digital customer acquisition costs “are going through the roof”. If marketers turn off the taps, sales evaporate, which could spell danger for the likes of The Iconic and Adore Beauty. Versus last year, “we’re definitely seeing a pullback in online,” he says, with some brands back as much as 30 per cent. Meanwhile, retailers that stocked up to head off crunched supply chains may find themselves scrambling to offload in January as a “definite slowdown” bites. Facioni hates the word ‘omnichannel’, but says it’s the future of profitable retail – hence lining up a physical presence for $50m acquisition Surf Stich, currently an online pure-player. Fresh back from Dreamforce, Facioni’s helping steer both group’s commerce and ERP stacks, with a customer data platform likely to follow. He also predicts social commerce will be the next revenue frontier.

38:48

EP243 - S1

14 Nov 22

Shoppable video ‘flying off the shelves’: Early results from News Corp-Moet & Chandon test campaign – 10%+ purchase intent, 38%+ unaided brand uplift

News Corp’s new shoppable video format, which lets audiences buy without leaving the content, has been “flying off the shelves” across alcohol, beauty and consumer electronics, News’ data, video and product director Paul Blackburn says – and the trial with Moet & Chandon hasn’t even finished. “We have 14 other clients in flight, post-Moet,” he said, “and there’s a huge pipeline of other clients looking.” The format is part of News’ reengineering effort to unlock what McKinsey describes as ‘commerce media’ or ‘content media’ – a $50bn incremental goldmine buried within media companies. “We’ve always been really good at upper funnel, we’re really good – we’ve always been an amazing billboard,” News’ MD for Client Product Pippa Leary says. “Now we’re going to become a billboard and a shopfront.” The trial with Moet, with Kantar testing, has found a 10 per cent plus rise in purchase intent and a 38 per cent unaided brand awareness uplift.

Shoppable video ‘flying off the shelves’: Early results from News Corp-Moet & Chandon test campaign – 10%+ purchase intent, 38%+ unaided brand uplift

News Corp’s new shoppable video format, which lets audiences buy without leaving the content, has been “flying off the shelves” across alcohol, beauty and consumer electronics, News’ data, video and product director Paul Blackburn says – and the trial with Moet & Chandon hasn’t even finished. “We have 14 other clients in flight, post-Moet,” he said, “and there’s a huge pipeline of other clients looking.” The format is part of News’ reengineering effort to unlock what McKinsey describes as ‘commerce media’ or ‘content media’ – a $50bn incremental goldmine buried within media companies. “We’ve always been really good at upper funnel, we’re really good – we’ve always been an amazing billboard,” News’ MD for Client Product Pippa Leary says. “Now we’re going to become a billboard and a shopfront.” The trial with Moet, with Kantar testing, has found a 10 per cent plus rise in purchase intent and a 38 per cent unaided brand awareness uplift.

28:32

EP242 - S1

10 Nov 22

The ‘anti-consultancy’: OMD CEOs prove naysayers wrong, set new direction with behavioural science, UX, CX first of ten new products in push to break agency mould – say rivals still conflicted on tech

When Aimee Buchanan jumped ship to archrival GroupM, the knives were out for OMD’s joint CEOs Laura Nice and Sian Whitnall. “The only way is down,” per one nameless exec. One year on, they’ve so far proved the doubters wrong, retaining Coles and landing the consolidated NSW Government account, where a new behavioural science unit helped nudge the business over the line. By 2025, they’re aiming to launch ten similar new products in a push to break the media agency mould, with CX and UX top of the agenda. Unlike some rivals, they’re uninterested in going toe-to-toe with the big consultants eating market share, while suggesting rivals remain conflicted on tech recommendations now driving a big chunk of their cash. They think a very different leadership style to the previous regime is now paying off, and have even accepted the so-called ‘twats’ model – staff mostly in Tuesdays, Wednesdays and Thursdays – is working.

The ‘anti-consultancy’: OMD CEOs prove naysayers wrong, set new direction with behavioural science, UX, CX first of ten new products in push to break agency mould – say rivals still conflicted on tech

When Aimee Buchanan jumped ship to archrival GroupM, the knives were out for OMD’s joint CEOs Laura Nice and Sian Whitnall. “The only way is down,” per one nameless exec. One year on, they’ve so far proved the doubters wrong, retaining Coles and landing the consolidated NSW Government account, where a new behavioural science unit helped nudge the business over the line. By 2025, they’re aiming to launch ten similar new products in a push to break the media agency mould, with CX and UX top of the agenda. Unlike some rivals, they’re uninterested in going toe-to-toe with the big consultants eating market share, while suggesting rivals remain conflicted on tech recommendations now driving a big chunk of their cash. They think a very different leadership style to the previous regime is now paying off, and have even accepted the so-called ‘twats’ model – staff mostly in Tuesdays, Wednesdays and Thursdays – is working.

52:17

EP241 - S1

7 Nov 22

Sonic weapons: Why Menulog is crushing Uber Eats and Doordash but nothing compares to Bunnings: SCA and Neuro-Insight on how to crush the competition through audio branding

The results are in: Bunnings’ 25-year-old bluesy melody is the country’s most effective audio brand, per Southern Cross Austereo’s 2022 Audio Logo Index. It “might as well be the national anthem”, SCA’s Matt Dickson says. But Menulog has raced up the ladder and is now second in the minds of 4,000 people surveyed. In a super competitive set against the likes of Uber Eats and Doordash, Menulog, using Katy Perry and Snoop Dog, has formed strong memory structures in consumers with audio. “We don't have the same amount of dollars or funding as some of the bigger competitors, so we're constantly trying to get that cut through, get that stand out,” Menulog’s Fiona Bateman says. “It’s a jungle out there,” Neuro-Insights’ Peter Pynta says. “If you strengthen your network… you can also, at the same time, simultaneously be weakening the competition's strength.”

Sonic weapons: Why Menulog is crushing Uber Eats and Doordash but nothing compares to Bunnings: SCA and Neuro-Insight on how to crush the competition through audio branding

The results are in: Bunnings’ 25-year-old bluesy melody is the country’s most effective audio brand, per Southern Cross Austereo’s 2022 Audio Logo Index. It “might as well be the national anthem”, SCA’s Matt Dickson says. But Menulog has raced up the ladder and is now second in the minds of 4,000 people surveyed. In a super competitive set against the likes of Uber Eats and Doordash, Menulog, using Katy Perry and Snoop Dog, has formed strong memory structures in consumers with audio. “We don't have the same amount of dollars or funding as some of the bigger competitors, so we're constantly trying to get that cut through, get that stand out,” Menulog’s Fiona Bateman says. “It’s a jungle out there,” Neuro-Insights’ Peter Pynta says. “If you strengthen your network… you can also, at the same time, simultaneously be weakening the competition's strength.”

48:30

EP240 - S1

3 Nov 22

Telstra shakeup: Former CMO Jeremy Nicholas and new marketing boss Brent Smart chart their handover, debate creativity versus CX in brand building as Smart softens stance on ‘vanilla’ martech

Telstra’s top marketer Jeremy Smart has moved on to run the telco’s digital sales and service operations, handing the CMO baton last month to former IAG marketing boss Brent Smart. Both are still working side by side at Telstra. The remits of digital, CX, ecom and marketing are increasingly intertwined - Nicholas now has responsibility for the 80 per cent of Telstra’s customer sales and service engagements which start online. Nicholas says he was partly lured to the role because brands are “defined increasingly by their customer experience and increasingly that’s a digital experience.” On the flipside, Brent Smart in 2019 was one of the few marketers who publicly called out the tech platforms which power blue chip customer experience deployments by saying marketing technology, or martech, was quickly turning vanilla. His position is softening. Here’s the full lowdown from two execs with among the biggest marketing and digital CX remits in the country. 

Telstra shakeup: Former CMO Jeremy Nicholas and new marketing boss Brent Smart chart their handover, debate creativity versus CX in brand building as Smart softens stance on ‘vanilla’ martech

Telstra’s top marketer Jeremy Smart has moved on to run the telco’s digital sales and service operations, handing the CMO baton last month to former IAG marketing boss Brent Smart. Both are still working side by side at Telstra. The remits of digital, CX, ecom and marketing are increasingly intertwined - Nicholas now has responsibility for the 80 per cent of Telstra’s customer sales and service engagements which start online. Nicholas says he was partly lured to the role because brands are “defined increasingly by their customer experience and increasingly that’s a digital experience.” On the flipside, Brent Smart in 2019 was one of the few marketers who publicly called out the tech platforms which power blue chip customer experience deployments by saying marketing technology, or martech, was quickly turning vanilla. His position is softening. Here’s the full lowdown from two execs with among the biggest marketing and digital CX remits in the country. 

44:03

EP239 - S1

31 Oct 22

Big Tech pain is publisher gain: Briefs ‘absolutely flowing in’ at News Corp as unified, granular user data play delivers, social platform effectiveness falters

As massive economic headwinds and Apple’s app tracking privacy push bear down on social platforms like Meta’s Facebook, the likes of News Corp Australia – long under pressure from Big Tech’s data smarts and audience scale – are positioning as full funnel alternatives. And it’s working. News reckons its News Connect data platform can target audiences on a granular level based on their interests and reading habits across retail, FMCG, travel, auto, and more. “You name it, we can find intenders in those categories,” says News’ GM of Client Product and Strategy Suzie Cardwell. Upper funnel ads drove a 55 per cent in-store boost for one furniture brand, while an auto manufacturer saw double the dealership visits for those exposed to ads on News’ platforms compared to those who weren’t. Per Cardwell: “The briefs are absolutely flowing in.”

Big Tech pain is publisher gain: Briefs ‘absolutely flowing in’ at News Corp as unified, granular user data play delivers, social platform effectiveness falters

As massive economic headwinds and Apple’s app tracking privacy push bear down on social platforms like Meta’s Facebook, the likes of News Corp Australia – long under pressure from Big Tech’s data smarts and audience scale – are positioning as full funnel alternatives. And it’s working. News reckons its News Connect data platform can target audiences on a granular level based on their interests and reading habits across retail, FMCG, travel, auto, and more. “You name it, we can find intenders in those categories,” says News’ GM of Client Product and Strategy Suzie Cardwell. Upper funnel ads drove a 55 per cent in-store boost for one furniture brand, while an auto manufacturer saw double the dealership visits for those exposed to ads on News’ platforms compared to those who weren’t. Per Cardwell: “The briefs are absolutely flowing in.”

22:42

EP238 - S1

27 Oct 22

Beyond retailer media: $3.9bn ‘owned’ media wave coming – telcos, banks, service stations, travel and utilities undercooked; Power shift from merchandise to marketing

Cartology has made the early running and noise in the bustling supermarket media category but ‘owned' media – that is, all media and audience assets controlled by a brand – is at least three times the size of the grocery and liquor sector. And ‘retail aggregators’ (think Officeworks, BigW, Myer and JB Hi-Fi) is nearly 20 per cent bigger than the grocery sector, according to Sonder via a new report, hot off the press. The firm calculates Australia’s owned media potential stands at $3.9bn – and 80-90 per cent margins have CEOs and CFOs licking their lips. That could alter the balance of power between marketing, sales and merchandise, and potentially change the dynamics between paid, owned and earned investment. Founding partners Jonathan Hopkins and Angus Frazer run the rule over five standout categories – grocery and liquor, aggregated retail, telco, petrol and convenience, and finance – which players may be next to market (hint, anyone with a loyalty programme) and the implications for Australian media market dynamics.

Beyond retailer media: $3.9bn ‘owned’ media wave coming – telcos, banks, service stations, travel and utilities undercooked; Power shift from merchandise to marketing

Cartology has made the early running and noise in the bustling supermarket media category but ‘owned' media – that is, all media and audience assets controlled by a brand – is at least three times the size of the grocery and liquor sector. And ‘retail aggregators’ (think Officeworks, BigW, Myer and JB Hi-Fi) is nearly 20 per cent bigger than the grocery sector, according to Sonder via a new report, hot off the press. The firm calculates Australia’s owned media potential stands at $3.9bn – and 80-90 per cent margins have CEOs and CFOs licking their lips. That could alter the balance of power between marketing, sales and merchandise, and potentially change the dynamics between paid, owned and earned investment. Founding partners Jonathan Hopkins and Angus Frazer run the rule over five standout categories – grocery and liquor, aggregated retail, telco, petrol and convenience, and finance – which players may be next to market (hint, anyone with a loyalty programme) and the implications for Australian media market dynamics.

46:37

EP237 - S1

24 Oct 22

Last click strikes back: Bupa, Pet Circle marketers say inflation, cost cuts will push CMOs, brands down funnel – so brace for search-social price spikes, but here’s how to protect budgets

Last click attribution is back. Tightening wallets, soaring inflation and a VC focus on profitability over growth is prompting a return to the metric, which Pet Circle CMO Jon Wild reckons is the least bad of a range of “horribly flawed” attribution options. Pet Circle has 800,000 active customers and revenues in the hundreds of millions. “For far too long, I think our industry has been peddling reach and frequency and brand consideration,” Wild says. “These metrics are very hard to put in a spreadsheet.” And they don’t satisfy the C-suite when staring at one of the biggest lines in a P&L. Bupa’s performance chief, Clea Baker, says prices are due to jump in search and social – but she’s investing in media mix solutions to protect brand spend on the increasingly rocky road ahead. Atomic212’s James Dixon and Rory Heffernan outline how marketers can start sandbagging against rising waters of cost cuts.

Last click strikes back: Bupa, Pet Circle marketers say inflation, cost cuts will push CMOs, brands down funnel – so brace for search-social price spikes, but here’s how to protect budgets

Last click attribution is back. Tightening wallets, soaring inflation and a VC focus on profitability over growth is prompting a return to the metric, which Pet Circle CMO Jon Wild reckons is the least bad of a range of “horribly flawed” attribution options. Pet Circle has 800,000 active customers and revenues in the hundreds of millions. “For far too long, I think our industry has been peddling reach and frequency and brand consideration,” Wild says. “These metrics are very hard to put in a spreadsheet.” And they don’t satisfy the C-suite when staring at one of the biggest lines in a P&L. Bupa’s performance chief, Clea Baker, says prices are due to jump in search and social – but she’s investing in media mix solutions to protect brand spend on the increasingly rocky road ahead. Atomic212’s James Dixon and Rory Heffernan outline how marketers can start sandbagging against rising waters of cost cuts.

48:37

EP236 - S1

20 Oct 22

Confessions of Marketing Academy alumni: KFC, BWS, Edelman and Broadsheet execs open up on their emotional, electrifying and raw takes on the program and why it works when others don’t

It’s not a normal forensic look at marketing sciences, agency structures or CMO tactics this week – instead we speak to four alumni of The Marketing Academy’s exclusive scholarship program. Only 30 people get accepted into the course each year and, without exception, all of them rave about it being electrifying, transformative, emotional and raw. But why? BWS’ An Le, KFC’s Warren Mo, Edelman’s Fern Canning-Brook and former Broadsheet director Skye Rugless detail how they changed before and after completing the program, what super chickens can teach about leading and why quiet leadership can be a big strength.

Confessions of Marketing Academy alumni: KFC, BWS, Edelman and Broadsheet execs open up on their emotional, electrifying and raw takes on the program and why it works when others don’t

It’s not a normal forensic look at marketing sciences, agency structures or CMO tactics this week – instead we speak to four alumni of The Marketing Academy’s exclusive scholarship program. Only 30 people get accepted into the course each year and, without exception, all of them rave about it being electrifying, transformative, emotional and raw. But why? BWS’ An Le, KFC’s Warren Mo, Edelman’s Fern Canning-Brook and former Broadsheet director Skye Rugless detail how they changed before and after completing the program, what super chickens can teach about leading and why quiet leadership can be a big strength.

49:18

EP235 - S1

17 Oct 22

Why Paramount upended the ratings calendar, what billion-dollar global FAST channel play Pluto brings to market – and how advertisers can shift product and gain reach

Free, ad-supported streaming TV (FAST) channels are going to keep viewers in Paramount’s ecosystem watching for longer, the network has bet via its upfront last week, unveiling a wave of new partnerships, products, shows and – crucially – a longer content slate. While competitors roll out male-skewed audiences over summer, Paramount will run The Bachelors, following The Challenge in December. “It’s tactical – moving here when they go there,” EVP and Chief Content Officer Beverley McGarvey says. She’s eyeing early wins and a bigger share of budgets. With PlutoTV’s extra channels through 10 Play, advertisers – especially those embedded in shows – will see incremental reach as key viewers keep watching. And as well as a tonne more inventory around dedicated channels – MasterChef and Survivor channels for example, pulling in series from around the world – Paramount’s going back to the future, as those channels will be curated in a bid to keep audiences glued to the channel, and therefore the commercials. There’s also e-commerce through Twitter, viewers choosing their own ads, automated content recognition through Samba TV and dynamic ads. Sales chief Rod Prosser now has more wares to sell, and expects “big take up”.

Why Paramount upended the ratings calendar, what billion-dollar global FAST channel play Pluto brings to market – and how advertisers can shift product and gain reach

Free, ad-supported streaming TV (FAST) channels are going to keep viewers in Paramount’s ecosystem watching for longer, the network has bet via its upfront last week, unveiling a wave of new partnerships, products, shows and – crucially – a longer content slate. While competitors roll out male-skewed audiences over summer, Paramount will run The Bachelors, following The Challenge in December. “It’s tactical – moving here when they go there,” EVP and Chief Content Officer Beverley McGarvey says. She’s eyeing early wins and a bigger share of budgets. With PlutoTV’s extra channels through 10 Play, advertisers – especially those embedded in shows – will see incremental reach as key viewers keep watching. And as well as a tonne more inventory around dedicated channels – MasterChef and Survivor channels for example, pulling in series from around the world – Paramount’s going back to the future, as those channels will be curated in a bid to keep audiences glued to the channel, and therefore the commercials. There’s also e-commerce through Twitter, viewers choosing their own ads, automated content recognition through Samba TV and dynamic ads. Sales chief Rod Prosser now has more wares to sell, and expects “big take up”.

34:55

EP234 - S1

13 Oct 22

After James Packer stoush, journo-turned Nine publishing boss James Chessell takes aim at rivals for running scared; plots news-lifestyle diversification play. Can a journo change his spots?

Journalists have long hated advertising and sales. Now Nine has a battle-hardened journo responsible for the P&L of its publishing division, perhaps the first hack to be entrusted with news media fortunes since John Hartigan chaired News Corp and John Alexander left the old Fairfax for the Packer camp. Chessell having already triggered James Packer in recent weeks, carefully espouses his views on News Corp’s corporate and editorial agenda, but jabs The Guardian for running “scared” of taking on risky, investigative stories. But can the one-time business journalist and masthead editor continue the renaissance of a sector once seen by many as flogging a dead horse? Chessell’s backing editorial integrity and trust to drive advertiser and subscription growth within news while plotting diversification into new turf, admitting Covid audience gains will likely drop off. Now straddling church and state, he agrees media sales is a “knife fight in a phone box”, but says Michael Stephenson and publishing sales chief Jo Clasby are killing it. Chessell knows financial markets gobbledygook inside out even if he’s not yet so savvy on ad market, adtech and marketing lingo. Here’s his plan.

After James Packer stoush, journo-turned Nine publishing boss James Chessell takes aim at rivals for running scared; plots news-lifestyle diversification play. Can a journo change his spots?

Journalists have long hated advertising and sales. Now Nine has a battle-hardened journo responsible for the P&L of its publishing division, perhaps the first hack to be entrusted with news media fortunes since John Hartigan chaired News Corp and John Alexander left the old Fairfax for the Packer camp. Chessell having already triggered James Packer in recent weeks, carefully espouses his views on News Corp’s corporate and editorial agenda, but jabs The Guardian for running “scared” of taking on risky, investigative stories. But can the one-time business journalist and masthead editor continue the renaissance of a sector once seen by many as flogging a dead horse? Chessell’s backing editorial integrity and trust to drive advertiser and subscription growth within news while plotting diversification into new turf, admitting Covid audience gains will likely drop off. Now straddling church and state, he agrees media sales is a “knife fight in a phone box”, but says Michael Stephenson and publishing sales chief Jo Clasby are killing it. Chessell knows financial markets gobbledygook inside out even if he’s not yet so savvy on ad market, adtech and marketing lingo. Here’s his plan.

43:23

EP233 - S1

10 Oct 22

Colgate-Palmolive CMO, Rip Curl CMO on new model loyalty, moving the needle with values-based growth, Destination NSW consumer marketing boss on $44bn demand-supply crunch

Forget demographics and traditional consumer segments, smart marketers are looking at how customers choose brands based on values – both lofty and personal, VMLY&R’s Ali Tilling reckons. For Rip Curl, it’s a community that loves surfing – CMO Michael Scott once arrived at an empty meeting room because almost everyone was out on the waves. He’s building “the largest and most engaged surfing community in the world” – it’s not a “transactional” loyalty program, but a membership. It’s sustainability for Colgate-Palmolive CMO Anthony Crewes, who is pushing past 80 per cent recyclable toothpaste tubes of the 50 million sold each year. The challenge now is getting consumers to actually recycle them. Destination NSW’s Kathryn Illy says new experiences are critical to the travel industry, once worth $44 billion to the state – now half that but bouncing back.

Colgate-Palmolive CMO, Rip Curl CMO on new model loyalty, moving the needle with values-based growth, Destination NSW consumer marketing boss on $44bn demand-supply crunch

Forget demographics and traditional consumer segments, smart marketers are looking at how customers choose brands based on values – both lofty and personal, VMLY&R’s Ali Tilling reckons. For Rip Curl, it’s a community that loves surfing – CMO Michael Scott once arrived at an empty meeting room because almost everyone was out on the waves. He’s building “the largest and most engaged surfing community in the world” – it’s not a “transactional” loyalty program, but a membership. It’s sustainability for Colgate-Palmolive CMO Anthony Crewes, who is pushing past 80 per cent recyclable toothpaste tubes of the 50 million sold each year. The challenge now is getting consumers to actually recycle them. Destination NSW’s Kathryn Illy says new experiences are critical to the travel industry, once worth $44 billion to the state – now half that but bouncing back.

41:49

EP232 - S1

6 Oct 22

Conquering creative: Deloitte Digital Australian boss Esan Tabrizi on how marketers missed digital amid brand, advertising focus; 1,400-strong team; CX, personalisation lessons and the push for creativity

Agency executives have long dismissed the big consulting firms’ attempts to embrace creativity and creative services for their end-to-end professional services offerings, but Deloitte Digital is hard to ignore. It has 1,400 people across its operation, encompassing tech, customer experience, strategy, product, growth and more, and it has now arguably conquered creative – topping Campaign Brief’s The Work list earlier this year. Head of Deloitte Digital Australia Esan Tabrizi says advertising is not his team’s end game, but rather being a full-service provider of customer outcomes – which may include advertising – are his focus. But creativity and creative thinking is now at the top of Deloitte Digital's agenda. In this conversation, Tabrizi also unpacks how marketers missed the boat on tech over the past decade, leading to the rise of Chief Digital, Chief Customer and Chief Growth Officers. But the next generation of gun CMOs, he says, will be much more tech savvy, and won’t get caught up in the tech stack wars. And perhaps most interestingly, current CMOs can learn from government on CX and personalisation - who would have thought? 

Conquering creative: Deloitte Digital Australian boss Esan Tabrizi on how marketers missed digital amid brand, advertising focus; 1,400-strong team; CX, personalisation lessons and the push for creativity

Agency executives have long dismissed the big consulting firms’ attempts to embrace creativity and creative services for their end-to-end professional services offerings, but Deloitte Digital is hard to ignore. It has 1,400 people across its operation, encompassing tech, customer experience, strategy, product, growth and more, and it has now arguably conquered creative – topping Campaign Brief’s The Work list earlier this year. Head of Deloitte Digital Australia Esan Tabrizi says advertising is not his team’s end game, but rather being a full-service provider of customer outcomes – which may include advertising – are his focus. But creativity and creative thinking is now at the top of Deloitte Digital's agenda. In this conversation, Tabrizi also unpacks how marketers missed the boat on tech over the past decade, leading to the rise of Chief Digital, Chief Customer and Chief Growth Officers. But the next generation of gun CMOs, he says, will be much more tech savvy, and won’t get caught up in the tech stack wars. And perhaps most interestingly, current CMOs can learn from government on CX and personalisation - who would have thought? 

50:23

EP231 - S1

3 Oct 22

Salesforce and LinkedIn global brand chiefs doubleheader: Culling content by 30 per cent, ‘preparing a funeral for last click’, holding brand spend amid turmoil, raiding B2C talent – and why it’s better to be like Disney than Adobe or Microsoft

Salesforce has culled its content output by circa 30 per cent – and is seeing major results. It’s waging war on vanity metrics – and “preparing a funeral” for last click and last touch attribution, per EVP Global Brand Marketing Colin Fleming. The firm has just wrapped up Dreamforce, the annual global pilgrimage where users flock to be evangelised by the high priests of B2B. Circa 40,000 people flooded San Francisco last week, paying US$2,000 a pop to attend what is morphing into the Disneyland of business branding and product. Fleming makes no apologies for lifting B2C’s playbook, stating he’d rather borrow from Disney than rivals like Adobe, Microsoft and SAP. He and LinkedIn global VP, Marketing Solutions, Jim Habig say they plan further B2C talent raids in a bid to lift B2B beyond spreadsheets and rational arguments – and say brand investment is helping to win the creative talent war. Meanwhile Habig is also set to overhaul account-based marketing – or ABM – by linking up with one of the world’s most successful restaurateurs, Will Guidara. Both are adamant that they will not slash brand investment amid market turmoil.

Salesforce and LinkedIn global brand chiefs doubleheader: Culling content by 30 per cent, ‘preparing a funeral for last click’, holding brand spend amid turmoil, raiding B2C talent – and why it’s better to be like Disney than Adobe or Microsoft

Salesforce has culled its content output by circa 30 per cent – and is seeing major results. It’s waging war on vanity metrics – and “preparing a funeral” for last click and last touch attribution, per EVP Global Brand Marketing Colin Fleming. The firm has just wrapped up Dreamforce, the annual global pilgrimage where users flock to be evangelised by the high priests of B2B. Circa 40,000 people flooded San Francisco last week, paying US$2,000 a pop to attend what is morphing into the Disneyland of business branding and product. Fleming makes no apologies for lifting B2C’s playbook, stating he’d rather borrow from Disney than rivals like Adobe, Microsoft and SAP. He and LinkedIn global VP, Marketing Solutions, Jim Habig say they plan further B2C talent raids in a bid to lift B2B beyond spreadsheets and rational arguments – and say brand investment is helping to win the creative talent war. Meanwhile Habig is also set to overhaul account-based marketing – or ABM – by linking up with one of the world’s most successful restaurateurs, Will Guidara. Both are adamant that they will not slash brand investment amid market turmoil.

51:33

EP230 - S1

26 Sep 22

‘Preparing for a big crunch’: Chair of iSelect, Endota Brodie Arnhold on fuzzy marketing investments, low accountability impacting CMO boardroom credibility, and why MROI is crucial through macroeconomic challenges

In the boardroom, the marketers’ numbers are likely the least trusted, Brodie Arnhold, Chair of iSelect, Endota, says. Why? It was a “cost line without the accountability”. In his experience, adding up the sales, PR, and marketing figures, “the company should have been about eight times the size it really was. That always left with this kind of funny feeling of mistrust,” he says. Hence, he’s invested in Mutiny, an Australian company shaking up how marketers use econometrics, with AI and cloud processing, to demonstrate return on investment. “Whoever can prove their budget’s worth is going to be the one who keeps it in a recessionary environment,” co-founder Henry Innis says. Marketers can turn procurement enemies into allies with the right data, TrinityP3’s Darren Woolley says.

‘Preparing for a big crunch’: Chair of iSelect, Endota Brodie Arnhold on fuzzy marketing investments, low accountability impacting CMO boardroom credibility, and why MROI is crucial through macroeconomic challenges

In the boardroom, the marketers’ numbers are likely the least trusted, Brodie Arnhold, Chair of iSelect, Endota, says. Why? It was a “cost line without the accountability”. In his experience, adding up the sales, PR, and marketing figures, “the company should have been about eight times the size it really was. That always left with this kind of funny feeling of mistrust,” he says. Hence, he’s invested in Mutiny, an Australian company shaking up how marketers use econometrics, with AI and cloud processing, to demonstrate return on investment. “Whoever can prove their budget’s worth is going to be the one who keeps it in a recessionary environment,” co-founder Henry Innis says. Marketers can turn procurement enemies into allies with the right data, TrinityP3’s Darren Woolley says.

54:02

EP229 - S1

21 Sep 22

Woolies, Suncorp, Woolmark, Bayer follow Hollywood's default to AI, automated virtual production and 'hybrid' in-housing, offshoring boom as brand content volumes surge 20x in five years

The revolution in content and production that is sweeping through Hollywood studios and streaming services is hitting marketing, and the surging content volumes that brands need to create for multiple channels and screens is up at least 2,000 per cent in the past five years, Richard Glasson, global CEO of WPP's booming production group, Hogarth, estimates. As marketer budgets come under increasing pressure globally, Hogarth is betting big on artificial intelligence, automated content and virtual production, tipping Woolworths, Woolmark, Suncorp and Bayer as winners among their stable of clients. Glasson says virtual production cuts costs – he wouldn’t say by how much – and will rapidly become “the default way of producing work” in both Hollywood and advertising, as CMOs manage content demands across more channels to reach an increasingly fragmented consumer base. How does a marketer begin to think about the metaverse or Web3 with no extra budget, for example? A mix of smart creatives, automation, offshoring and “modular” production is a solution, Hogarth Australia's CEO Justin Ricketts says. A recent campaign creating a blazing inferno and New York apartment in a single day in a Melbourne studio shows how it’s done.

Woolies, Suncorp, Woolmark, Bayer follow Hollywood's default to AI, automated virtual production and 'hybrid' in-housing, offshoring boom as brand content volumes surge 20x in five years

The revolution in content and production that is sweeping through Hollywood studios and streaming services is hitting marketing, and the surging content volumes that brands need to create for multiple channels and screens is up at least 2,000 per cent in the past five years, Richard Glasson, global CEO of WPP's booming production group, Hogarth, estimates. As marketer budgets come under increasing pressure globally, Hogarth is betting big on artificial intelligence, automated content and virtual production, tipping Woolworths, Woolmark, Suncorp and Bayer as winners among their stable of clients. Glasson says virtual production cuts costs – he wouldn’t say by how much – and will rapidly become “the default way of producing work” in both Hollywood and advertising, as CMOs manage content demands across more channels to reach an increasingly fragmented consumer base. How does a marketer begin to think about the metaverse or Web3 with no extra budget, for example? A mix of smart creatives, automation, offshoring and “modular” production is a solution, Hogarth Australia's CEO Justin Ricketts says. A recent campaign creating a blazing inferno and New York apartment in a single day in a Melbourne studio shows how it’s done.

42:24

EP228 - S1

19 Sep 22

Full funnel, targeted OOH: City of Sydney network pushes activation and brand via 30 advertiser verticals powered by transaction and location data – but QMS needs buyers to change approach

3D out of home advertising, pop up events and experiences, and ‘treasure hunt’-style, interactive campaigns across multiple screens are a few of the ideas QMS is hoping to bring to its new City of Sydney furniture network. With Sydney weekly audience numbers back to 90 per cent of pre-Covid levels, the QMS’s QMS' GM – City of Sydney Jemma Enright and Chief Customer Officer Mark Fairhurst say the screens are full funnel marketing assets: If used well, they can build awareness and consideration via brand investment and trigger a purchase or action at the bottom. But that requires a shift in out of home buying approaches. There are 30 packs – an FMCG pack, alcohol pack and movie-goers pack, for example – and a bank of Nielsen, transaction and location data. They are looking to tie-up a big chunk of budget commitment upfront – and early demand suggests the network is not short of suitors.

Full funnel, targeted OOH: City of Sydney network pushes activation and brand via 30 advertiser verticals powered by transaction and location data – but QMS needs buyers to change approach

3D out of home advertising, pop up events and experiences, and ‘treasure hunt’-style, interactive campaigns across multiple screens are a few of the ideas QMS is hoping to bring to its new City of Sydney furniture network. With Sydney weekly audience numbers back to 90 per cent of pre-Covid levels, the QMS’s QMS' GM – City of Sydney Jemma Enright and Chief Customer Officer Mark Fairhurst say the screens are full funnel marketing assets: If used well, they can build awareness and consideration via brand investment and trigger a purchase or action at the bottom. But that requires a shift in out of home buying approaches. There are 30 packs – an FMCG pack, alcohol pack and movie-goers pack, for example – and a bank of Nielsen, transaction and location data. They are looking to tie-up a big chunk of budget commitment upfront – and early demand suggests the network is not short of suitors.

32:52

EP227 - S1

15 Sep 22

The consumer mindset is ‘what can I cut out of the budget?’’: Entertainment, travel, food budgets face crunch – GroupM CEO Aimee Buchanan, PCA CMO Claire Williams and Macquarie professor Jana Bowden on planning for soaring interest rates

What happens when you put a marketing and consumer behaviour professor on the mics with a Chief Marketing Officer and the boss of a large media buying group to work out what might happen to media audiences and buyer behaviour as we tumble out of Covid and stumble into an economic downturn? The consumer mindset is inflationary, confidence is down, and wallets are likely to shrink considerably. There has been “revenge spending in spades” within entertainment, travel and food – but that may be about to grind to a halt. GroupM ANZ CEO Aimee Buchanan, Premium Content Alliance CMO Claire Williams and Jana Bowden, Professor of Marketing and Consumer Behaviour at Macquarie University, unpack the outlook for marketers, media owners and agencies.

The consumer mindset is ‘what can I cut out of the budget?’’: Entertainment, travel, food budgets face crunch – GroupM CEO Aimee Buchanan, PCA CMO Claire Williams and Macquarie professor Jana Bowden on planning for soaring interest rates

What happens when you put a marketing and consumer behaviour professor on the mics with a Chief Marketing Officer and the boss of a large media buying group to work out what might happen to media audiences and buyer behaviour as we tumble out of Covid and stumble into an economic downturn? The consumer mindset is inflationary, confidence is down, and wallets are likely to shrink considerably. There has been “revenge spending in spades” within entertainment, travel and food – but that may be about to grind to a halt. GroupM ANZ CEO Aimee Buchanan, Premium Content Alliance CMO Claire Williams and Jana Bowden, Professor of Marketing and Consumer Behaviour at Macquarie University, unpack the outlook for marketers, media owners and agencies.

31:48

EP225 - S1

8 Sep 22

CMOs at Kia, Nestlé, Tourism Australia and CMC Markets debate if ex-agency marketers do it differently, or better – and why

Those that have crossed the agency-brand divide – in either direction – say agencies can be a little narrow in their understanding of marketing’s full business remit but more often than not, agency experience delivers sharper and faster results. Kia marketing boss Dean Norbiato was “getting stale” before taking a pay-cut to head agency-side. But it brought fresh perspective to move the needle when going back brand-side with the carmaker. Tourism Australia CMO Susan Coghill started out handing agency briefs to Steve Jobs, and preparing to duck flying smoothies. She prefers to hire agency people for their dynamism and creative thinking. Nestle’s Anneliese Douglass thinks agencies tend to be braver than corporates, but taking ownership of P&L is a heavy responsibility. CMC Markets APAC marketing boss Liam Loan-Lack, a former lawyer, thinks the marketing world should follow legal precedent and drop the brand-agency division altogether. His advice to agency execs mulling the switch? Accept that the best and boldest ideas are often trumped by those easiest to sell internally – and forget about having more control. “It’s not easier, and if anything there is less control.”

CMOs at Kia, Nestlé, Tourism Australia and CMC Markets debate if ex-agency marketers do it differently, or better – and why

Those that have crossed the agency-brand divide – in either direction – say agencies can be a little narrow in their understanding of marketing’s full business remit but more often than not, agency experience delivers sharper and faster results. Kia marketing boss Dean Norbiato was “getting stale” before taking a pay-cut to head agency-side. But it brought fresh perspective to move the needle when going back brand-side with the carmaker. Tourism Australia CMO Susan Coghill started out handing agency briefs to Steve Jobs, and preparing to duck flying smoothies. She prefers to hire agency people for their dynamism and creative thinking. Nestle’s Anneliese Douglass thinks agencies tend to be braver than corporates, but taking ownership of P&L is a heavy responsibility. CMC Markets APAC marketing boss Liam Loan-Lack, a former lawyer, thinks the marketing world should follow legal precedent and drop the brand-agency division altogether. His advice to agency execs mulling the switch? Accept that the best and boldest ideas are often trumped by those easiest to sell internally – and forget about having more control. “It’s not easier, and if anything there is less control.”

39:58

EP224 - S1

5 Sep 22

Crazy crypto: Why Nine’s Pedestrian Group is going counter-trend to launch blockchain, Web3 site for younger set amid crypto crash – 20% are already invested but main media coverage too binary

In the midst of a cryptocurrency crash, Nine-owned Pedestrian Group, which has one of the largest 18-35 year-old audiences in the country, has launched its blockchain, Web3 and crypto publication, The Chainsaw. Pedestrian knows 20 per cent of its readers are already invested in crypto or non-fungible tokens (NFTs) and has trawled the globe for its launch team, some from deep in the blockchain underground. The Chainsaw will cover the business and culture of Web3 – and Pedestrian CEO Matt Rowley says there’s ample advertiser opportunity. Financial and tech brands are circling. There’s also potential for the ‘holy grail’ of publishing – integrated microtransactions and commerce, as well as high value subscriptions. For the moment, Head of Editorial Sam Howard, back from Silicon Valley, is set on building The Chainsaw’s readership and community. 

Crazy crypto: Why Nine’s Pedestrian Group is going counter-trend to launch blockchain, Web3 site for younger set amid crypto crash – 20% are already invested but main media coverage too binary

In the midst of a cryptocurrency crash, Nine-owned Pedestrian Group, which has one of the largest 18-35 year-old audiences in the country, has launched its blockchain, Web3 and crypto publication, The Chainsaw. Pedestrian knows 20 per cent of its readers are already invested in crypto or non-fungible tokens (NFTs) and has trawled the globe for its launch team, some from deep in the blockchain underground. The Chainsaw will cover the business and culture of Web3 – and Pedestrian CEO Matt Rowley says there’s ample advertiser opportunity. Financial and tech brands are circling. There’s also potential for the ‘holy grail’ of publishing – integrated microtransactions and commerce, as well as high value subscriptions. For the moment, Head of Editorial Sam Howard, back from Silicon Valley, is set on building The Chainsaw’s readership and community. 

35:35

EP223 - S1

30 Aug 22

Commbank, Salesforce, ServiceNow CMOs: Talent crunch turning as layoffs rise; Budgets and brand building hold for now; B2B sector hunts B2C marketers with future skills pitch

What do Australia’s top marketers with B2B remits see ahead? Commbank’s Jo Boundy, Salesforce’s Leandro Perez and ServiceNow’s Caroline Raj debate how the talent crunch may be set to flip, why B2B marketing has the data and analytics skills B2C marketers want and how they’re resisting more demand generation activity as the economy slows - for now. 

Commbank, Salesforce, ServiceNow CMOs: Talent crunch turning as layoffs rise; Budgets and brand building hold for now; B2B sector hunts B2C marketers with future skills pitch

What do Australia’s top marketers with B2B remits see ahead? Commbank’s Jo Boundy, Salesforce’s Leandro Perez and ServiceNow’s Caroline Raj debate how the talent crunch may be set to flip, why B2B marketing has the data and analytics skills B2C marketers want and how they’re resisting more demand generation activity as the economy slows - for now. 

38:59

EP222 - S1

22 Aug 22

‘Two million customer journeys a day': McDonald's Chief Customer Officer Chris Brown on surging 1.6m loyalty members, plant-based meat trials, consumer spending volatility and flipping his career from global agency brands

McDonald's’ Chief Customer Officer Chris Brown is less than two years into his first brand-side role after leading DDB New York and IPG’s R/GA and already he says his scope and understanding of marketing, customer and business impact have broadened dramatically. He took one of the country’s biggest marketing roles in late 2020 and has overseen a successful loyalty program launch and a new brand platform focusing on value, while maintaining the Australian business’s reputation as a global innovator – it created the McCafe brand back in 1993 and was the first market to do salads . Brown is working hard to shield Maccas from growing economic volatility, hoping to convince the two million-odd Aussie customers who walk through the doors of a franchise each day that it is a valued part of their lives, whatever else may be happening. Improving tech, new products and appealing to ‘flexitarians’ are on the agenda.

‘Two million customer journeys a day': McDonald's Chief Customer Officer Chris Brown on surging 1.6m loyalty members, plant-based meat trials, consumer spending volatility and flipping his career from global agency brands

McDonald's’ Chief Customer Officer Chris Brown is less than two years into his first brand-side role after leading DDB New York and IPG’s R/GA and already he says his scope and understanding of marketing, customer and business impact have broadened dramatically. He took one of the country’s biggest marketing roles in late 2020 and has overseen a successful loyalty program launch and a new brand platform focusing on value, while maintaining the Australian business’s reputation as a global innovator – it created the McCafe brand back in 1993 and was the first market to do salads . Brown is working hard to shield Maccas from growing economic volatility, hoping to convince the two million-odd Aussie customers who walk through the doors of a franchise each day that it is a valued part of their lives, whatever else may be happening. Improving tech, new products and appealing to ‘flexitarians’ are on the agenda.

36:51

EP221 - S1

15 Aug 22

Measuring attention without eyeballs: Commercial radio bids to benchmark audio attention via panels, surveys, memory – and make it tradeable

Australia’s commercial radio players are diving into the advertising attention economy, building an in-depth study to understand attention levels in audio that, until now, have been lacking while audio visual media – TV and video – stole a lead. But how do you measure attention without eyeballs? “We get asked every single day how audio fits in,” Amplified Intelligence CEO Karen Nelson-Field says. Nelson-Field and Southern Cross Austereo’s Sales Insights lead Abi Wallis explain the research, due to land in October, which they say will lead audio being added into the attention planning and buying mix. The ultimate aim is tradeable audio attention.

Measuring attention without eyeballs: Commercial radio bids to benchmark audio attention via panels, surveys, memory – and make it tradeable

Australia’s commercial radio players are diving into the advertising attention economy, building an in-depth study to understand attention levels in audio that, until now, have been lacking while audio visual media – TV and video – stole a lead. But how do you measure attention without eyeballs? “We get asked every single day how audio fits in,” Amplified Intelligence CEO Karen Nelson-Field says. Nelson-Field and Southern Cross Austereo’s Sales Insights lead Abi Wallis explain the research, due to land in October, which they say will lead audio being added into the attention planning and buying mix. The ultimate aim is tradeable audio attention.

17:15

EP220 - S1

11 Aug 22

Danny Bass: Dentsu’s media future, consulting shift, business transformation; Australia unattractive to overseas talent, industry must look elsewhere; Net zero or ad effectiveness debate; ‘Aggressive’, tight media market in H2 2022, 2023

It’s been a big few months for Danny Bass. The former Mediabrands, GroupM and News Corp exec resigned from Snap to focus on his Berry Hill Farm property, which then flooded – multiple times. Now, he’s joined Dentsu as CEO of Dentsu Media. Dentsu isn’t the beast it once was, having taken a turn towards tech and consulting services in the past few years. Bass unpacks the advantages and challenges facing the group, which is “and always will be” a media company, while exploring agency culture, remote working, talent shortages, the net zero push and the future of holdcos.

Danny Bass: Dentsu’s media future, consulting shift, business transformation; Australia unattractive to overseas talent, industry must look elsewhere; Net zero or ad effectiveness debate; ‘Aggressive’, tight media market in H2 2022, 2023

It’s been a big few months for Danny Bass. The former Mediabrands, GroupM and News Corp exec resigned from Snap to focus on his Berry Hill Farm property, which then flooded – multiple times. Now, he’s joined Dentsu as CEO of Dentsu Media. Dentsu isn’t the beast it once was, having taken a turn towards tech and consulting services in the past few years. Bass unpacks the advantages and challenges facing the group, which is “and always will be” a media company, while exploring agency culture, remote working, talent shortages, the net zero push and the future of holdcos.

36:12

EP219 - S1

8 Aug 22

No Covid re-run: Social market researchers on consumer mood say 70% tightening belts; young men stressed, midlife crisis at 30 – but 24% free-spending so category discounts not required; plus ‘lipstick effect’ at play

Social market researchers think the deepening cost of living crisis will play out very differently to Covid. But there are parallels with previous bust cycles. The “lipstick effect” comes into play, and certain categories – homeware, the everyday luxury of branded goods – will probably hold up. But home renovations could end up consisting of nicer taps than a whole bathroom suite. While the young, pensioners and the squeezed middle are talking about cutting back, a quarter of the population are comfortable, can play the system and will keep spending – and brands and retailers shouldn’t think about discounting to that cohort. For the broader population, brands and retailers need to communicate price hikes honestly and effectively – or lose community trust earned during Covid, fast. SCA’s Jasmine Beech, Roy Morgan’s Michele Levine and qualitative consumer researcher Neer Korn unpack what’s coming own the track – as far as anyone can tell.

No Covid re-run: Social market researchers on consumer mood say 70% tightening belts; young men stressed, midlife crisis at 30 – but 24% free-spending so category discounts not required; plus ‘lipstick effect’ at play

Social market researchers think the deepening cost of living crisis will play out very differently to Covid. But there are parallels with previous bust cycles. The “lipstick effect” comes into play, and certain categories – homeware, the everyday luxury of branded goods – will probably hold up. But home renovations could end up consisting of nicer taps than a whole bathroom suite. While the young, pensioners and the squeezed middle are talking about cutting back, a quarter of the population are comfortable, can play the system and will keep spending – and brands and retailers shouldn’t think about discounting to that cohort. For the broader population, brands and retailers need to communicate price hikes honestly and effectively – or lose community trust earned during Covid, fast. SCA’s Jasmine Beech, Roy Morgan’s Michele Levine and qualitative consumer researcher Neer Korn unpack what’s coming own the track – as far as anyone can tell.

50:13

EP218 - S1

1 Aug 22

Marketing's $400bn bottom line: Brand Finance chief on Woolies, NRMA surge, Milo losing ‘iconic’ status; marketers turning to brand valuations to woo CFO, boost budgets – but still left out of M&A brand value, future cashflow conversations

Nestle’s Milo brand is in danger of losing its status as an iconic brand in Australia, Brand Finance Managing Director Mark Crowe says, unpacking the leaders and laggards in the latest Top 100 most valuable brand rankings, where 66 brands rose and 22 fell. But brand value and strength are more than just 'soft metric' leaderboards – they’re being leveraged in hard financial terms by CFOs and CEOs in M&A negotiations and Crowe thinks marketers should be brought into those deals much earlier. A case in point, he says, is that analysts hungry for future cashflow indicators are driving demand for brand valuations. Meanwhile agencies and marketers have woken up to the fact they can demonstrate their direct impact on a brand by measuring the change over time – a major factor in NRMA landing the 2021 Grand Effie.

Marketing's $400bn bottom line: Brand Finance chief on Woolies, NRMA surge, Milo losing ‘iconic’ status; marketers turning to brand valuations to woo CFO, boost budgets – but still left out of M&A brand value, future cashflow conversations

Nestle’s Milo brand is in danger of losing its status as an iconic brand in Australia, Brand Finance Managing Director Mark Crowe says, unpacking the leaders and laggards in the latest Top 100 most valuable brand rankings, where 66 brands rose and 22 fell. But brand value and strength are more than just 'soft metric' leaderboards – they’re being leveraged in hard financial terms by CFOs and CEOs in M&A negotiations and Crowe thinks marketers should be brought into those deals much earlier. A case in point, he says, is that analysts hungry for future cashflow indicators are driving demand for brand valuations. Meanwhile agencies and marketers have woken up to the fact they can demonstrate their direct impact on a brand by measuring the change over time – a major factor in NRMA landing the 2021 Grand Effie.

39:49

EP217 - S1

25 Jul 22

ANZ CMO Sweta Mehra: ‘Taking a demotion the best thing I’ve ever done’, how to bridge tech-brand skills gap to stay ahead; martech shake-up paying off, personalisation powering conversions

Ten years into a data-analytics career, ANZ CMO Sweta Mehra pulled a u-turn and took a demotion to learn brand marketing from the ground up. She says it’s the smartest move she ever made, with marketers in narrow swim-lanes at risk of obsolescence. Mehra says ANZ’s push to bridge the skills gap within its own four walls via self-built Brand Academy and Marketing Masters programmes have shielded it from increasingly attritional talent wars while future-proofing the business – and she has a few tips for those wondering how to get ahead in marketing. Meanwhile, the bank’s martech stack overhaul and bid for personalisation at scale is starting to move the needle, with conversion rates heading north, and ‘nudge theory’ doubling saving rates. With economic headwinds incoming, Mehra expects pressure to pull different levers. But she thinks budgets, for now, are safe. 

ANZ CMO Sweta Mehra: ‘Taking a demotion the best thing I’ve ever done’, how to bridge tech-brand skills gap to stay ahead; martech shake-up paying off, personalisation powering conversions

Ten years into a data-analytics career, ANZ CMO Sweta Mehra pulled a u-turn and took a demotion to learn brand marketing from the ground up. She says it’s the smartest move she ever made, with marketers in narrow swim-lanes at risk of obsolescence. Mehra says ANZ’s push to bridge the skills gap within its own four walls via self-built Brand Academy and Marketing Masters programmes have shielded it from increasingly attritional talent wars while future-proofing the business – and she has a few tips for those wondering how to get ahead in marketing. Meanwhile, the bank’s martech stack overhaul and bid for personalisation at scale is starting to move the needle, with conversion rates heading north, and ‘nudge theory’ doubling saving rates. With economic headwinds incoming, Mehra expects pressure to pull different levers. But she thinks budgets, for now, are safe. 

48:49

EP216 - S1

18 Jul 22

Everything is awesome: Aussie expat Nicole Taylor on leading LEGO’s 400-strong in-house agency, global agency partner review, content factory booming, indies delivering best ideas

Aussie expat Nicole Taylor jumped ship from managing international creative firms to lead LEGO’s in-house agency, which has 400 people around the world, a content factory, and powerful creative, digital and production capabilities. Now, she’s leading a review of the company’s agency roster – and is very positive about the strengths of indies. “I love the fact that they're not thinking of a P&L outcome,” she says. They just want the best thinking and ideas. LEGO is flying, posting record profits and sales in 2021 and outstripping major rivals Mattel and Hasbro. Taylor, who started in Sydney AGENCIES in the late 90s, says in-housing can work wonders – speed is key, and businesses are starting to recognise the benefit of having creativity close by. Creatives are now in high demand among corporates, who see financial incentives to different thinking.

Everything is awesome: Aussie expat Nicole Taylor on leading LEGO’s 400-strong in-house agency, global agency partner review, content factory booming, indies delivering best ideas

Aussie expat Nicole Taylor jumped ship from managing international creative firms to lead LEGO’s in-house agency, which has 400 people around the world, a content factory, and powerful creative, digital and production capabilities. Now, she’s leading a review of the company’s agency roster – and is very positive about the strengths of indies. “I love the fact that they're not thinking of a P&L outcome,” she says. They just want the best thinking and ideas. LEGO is flying, posting record profits and sales in 2021 and outstripping major rivals Mattel and Hasbro. Taylor, who started in Sydney AGENCIES in the late 90s, says in-housing can work wonders – speed is key, and businesses are starting to recognise the benefit of having creativity close by. Creatives are now in high demand among corporates, who see financial incentives to different thinking.

36:49

EP215 - S1

11 Jul 22

Toyota’s ‘humility’ problem and big fix: An Australian brand makeover expands across 17 Asian markets to tackle next gen perceptions that rivals are snappier, louder, more innovative on mobility’s future

Australia is Toyota country and holds similar clout and market dominance across 17 key markets in Asia. But there were looming clouds on the horizon that Toyota’s APAC execs could see would pose a near-future challenge for the region’s leading carmaker. Toyota’s “humility” around innovation and the future of mobility risked being too conservative and out-voiced by more aggressive, louder rivals attempting to own these new greenfield areas - and Toyota knew its next generation customers were being lured. Here’s how Toyota’s APAC VP of Sales and Marketing, Jerome Louis, and an Australian firm, Houston, mapped and delivered a four-year program to unify, for the first time, 17 highly-autonomous countries, all with their own market positionings, brand strategies, taglines and imagery, with a sweeping and unified overhaul of Toyota’s brand positioning and architecture. It’s an instructive case study in not having a fixed plan at the get-go but letting each of the markets discover and create a new positioning and suite of brand assets together – “Move your world”. Here’s how it happened.

Toyota’s ‘humility’ problem and big fix: An Australian brand makeover expands across 17 Asian markets to tackle next gen perceptions that rivals are snappier, louder, more innovative on mobility’s future

Australia is Toyota country and holds similar clout and market dominance across 17 key markets in Asia. But there were looming clouds on the horizon that Toyota’s APAC execs could see would pose a near-future challenge for the region’s leading carmaker. Toyota’s “humility” around innovation and the future of mobility risked being too conservative and out-voiced by more aggressive, louder rivals attempting to own these new greenfield areas - and Toyota knew its next generation customers were being lured. Here’s how Toyota’s APAC VP of Sales and Marketing, Jerome Louis, and an Australian firm, Houston, mapped and delivered a four-year program to unify, for the first time, 17 highly-autonomous countries, all with their own market positionings, brand strategies, taglines and imagery, with a sweeping and unified overhaul of Toyota’s brand positioning and architecture. It’s an instructive case study in not having a fixed plan at the get-go but letting each of the markets discover and create a new positioning and suite of brand assets together – “Move your world”. Here’s how it happened.

50:15

EP214 - S1

4 Jul 22

Retailers using DOOH as targeted catalogue, Woolworths, Coles, Myer piling in – QMS on wider City of Sydney launch, 100% ad verification guarantee, digital v static debate

Digital out of home screens are the new retail catalogue, as the likes of Woolworths, Coles, Myer and JB HiFi place specific offers and sales depending on the weather, temperature and location. “It's basically a really flexible, tailored, measurable, targeted, third party guaranteed position,” QMS CEO John O’Neill says. Dan Murphy’s, for example, targets red wine messages for cold weather, white wine for hot and champagne for celebrations. “They do a really good job,” he adds. In the digital v static debate, O’Neill says digital reigns – it is the butterfly to static’s caterpillar. There’s a 63 per cent higher neuro impact factor with digital, QMS’ Chief Strategy Officer Christian Zavecz says. The OOH industry has agreed to verify 60 per cent of campaigns per hour, but QMS, two months from opening its City of Sydney contract to new clients, is staking its credentials on a 100 per cent guarantee. “We’ve gone out on a limb,” O’Neill says. “We think it’s really important.”

Retailers using DOOH as targeted catalogue, Woolworths, Coles, Myer piling in – QMS on wider City of Sydney launch, 100% ad verification guarantee, digital v static debate

Digital out of home screens are the new retail catalogue, as the likes of Woolworths, Coles, Myer and JB HiFi place specific offers and sales depending on the weather, temperature and location. “It's basically a really flexible, tailored, measurable, targeted, third party guaranteed position,” QMS CEO John O’Neill says. Dan Murphy’s, for example, targets red wine messages for cold weather, white wine for hot and champagne for celebrations. “They do a really good job,” he adds. In the digital v static debate, O’Neill says digital reigns – it is the butterfly to static’s caterpillar. There’s a 63 per cent higher neuro impact factor with digital, QMS’ Chief Strategy Officer Christian Zavecz says. The OOH industry has agreed to verify 60 per cent of campaigns per hour, but QMS, two months from opening its City of Sydney contract to new clients, is staking its credentials on a 100 per cent guarantee. “We’ve gone out on a limb,” O’Neill says. “We think it’s really important.”

24:11

EP213 - S1

30 Jun 22

Cannes unplugged: Suncorp’s Mim Haysom, Yahoo’s Rachel Page, Thinkerbell’s Adam Ferrier and LinkedIn’s Matt Tindale on incoming headwinds, rebalancing ‘techification’, Ryan Reynolds and the push for 'pragmatic purpose'

Cannes unplugged: Suncorp’s Mim Haysom, Yahoo’s Rachel Page, Thinkerbell’s Adam Ferrier and LinkedIn’s Matt Tindale on incoming headwinds, rebalancing ‘techification’, Ryan Reynolds and the push for 'pragmatic purpose' 

Cannes unplugged: Suncorp’s Mim Haysom, Yahoo’s Rachel Page, Thinkerbell’s Adam Ferrier and LinkedIn’s Matt Tindale on incoming headwinds, rebalancing ‘techification’, Ryan Reynolds and the push for 'pragmatic purpose'

Cannes unplugged: Suncorp’s Mim Haysom, Yahoo’s Rachel Page, Thinkerbell’s Adam Ferrier and LinkedIn’s Matt Tindale on incoming headwinds, rebalancing ‘techification’, Ryan Reynolds and the push for 'pragmatic purpose' 

28:06

EP212 - S1

27 Jun 22

Harrods built a media business that paid for its entire marketing function – other retailers, telcos, convenience, petrol chains next

In 2003, the billionaire former owner of Harrods, Mohamed Al-Fayed, tasked Guy Cheston with building a media business for the department store. By 2015, the luxury store’s media worked so well it paid for everything else. “Initially, this media sales or the owned media division was really just a little tiny element of the trade marketing team,” he says. “Harrods had set up its own in-house media division, which was funding the entire marketing function of the store.” It went from £1m to £22m in a bit over a decade, and then went skyward. Not every brand is Harrods, but those that nail owned media can make serious cash. First step: Valuing what’s available.Jonathan Hopkins, Founding Partner of owned media consultancy Sonder, says the reaction tends to be: “‘Wow, I didn't realise we were sitting on a $150 million worth of own media’… Once it's given that dollar amount and valuation, it changes the way that the business views the channels,” he says. “When you’re talking about profit margins of 80 to 90 per cent, CEOs and CFOs are going to stand up and take notice.”

Harrods built a media business that paid for its entire marketing function – other retailers, telcos, convenience, petrol chains next

In 2003, the billionaire former owner of Harrods, Mohamed Al-Fayed, tasked Guy Cheston with building a media business for the department store. By 2015, the luxury store’s media worked so well it paid for everything else. “Initially, this media sales or the owned media division was really just a little tiny element of the trade marketing team,” he says. “Harrods had set up its own in-house media division, which was funding the entire marketing function of the store.” It went from £1m to £22m in a bit over a decade, and then went skyward. Not every brand is Harrods, but those that nail owned media can make serious cash. First step: Valuing what’s available.Jonathan Hopkins, Founding Partner of owned media consultancy Sonder, says the reaction tends to be: “‘Wow, I didn't realise we were sitting on a $150 million worth of own media’… Once it's given that dollar amount and valuation, it changes the way that the business views the channels,” he says. “When you’re talking about profit margins of 80 to 90 per cent, CEOs and CFOs are going to stand up and take notice.”

41:17

EP211 - S1

23 Jun 22

Google rockets to top slot in ‘experimentation’ tech in Australia as A/B testing morphs beyond digital media, ad campaigns: Coles, Deloitte Digital unpack the e-comm, digital next wave

Election and fundraising strategists for former US President Barack Obama accidentally invented the now booming “experimentation” industry which takes the ubiquitous A/B testing concept to new levels – and business is going large. Personalisation has got too much attention and corporate investment at the expense of experimentation, say Deloitte Digital Partner Nima Yassini and Coles’ Fallyn Lowe, Product Manager for Growth and Optimisation. They outline what’s next, including Google’s rapid rise to the top in experimentation software ahead of Adobe and Optimizely.        

Google rockets to top slot in ‘experimentation’ tech in Australia as A/B testing morphs beyond digital media, ad campaigns: Coles, Deloitte Digital unpack the e-comm, digital next wave

Election and fundraising strategists for former US President Barack Obama accidentally invented the now booming “experimentation” industry which takes the ubiquitous A/B testing concept to new levels – and business is going large. Personalisation has got too much attention and corporate investment at the expense of experimentation, say Deloitte Digital Partner Nima Yassini and Coles’ Fallyn Lowe, Product Manager for Growth and Optimisation. They outline what’s next, including Google’s rapid rise to the top in experimentation software ahead of Adobe and Optimizely.        

53:50

EP210 - S1

20 Jun 22

Cannes conundrum: Why ESOV isn’t working: Peter Field, Karen Nelson-Field and Orlando Wood warn the ad industry faces a triple jeopardy threat as effectiveness rulebook ripped up

Three leading global authorities on advertising effectiveness are worried enough about the efficacy of advertising and the impact it has on business results that they have joined forces to present new data and observations in Cannes next week on why a triple jeopardy threat is a clear and present danger to the global industry. They go so far as to call for an overhaul in how advertising award shows like Cannes reward what is deemed the world’s best work. Advertising effectiveness supremo Peter Field, attention economy pioneer Karen Nelson-Field and creativity maestro Orlando Wood warn that ad effectiveness, ESOV and mental availability created by advertising for a brand is crumbling. The ESOV principle – spending more than rivals to gain extra share of voice relative to market share to outplace competitor sales – no longer applies. Get the lowdown before it is presented to a global audience in Cannes next week. The trio argue there is a fix. 

Cannes conundrum: Why ESOV isn’t working: Peter Field, Karen Nelson-Field and Orlando Wood warn the ad industry faces a triple jeopardy threat as effectiveness rulebook ripped up

Three leading global authorities on advertising effectiveness are worried enough about the efficacy of advertising and the impact it has on business results that they have joined forces to present new data and observations in Cannes next week on why a triple jeopardy threat is a clear and present danger to the global industry. They go so far as to call for an overhaul in how advertising award shows like Cannes reward what is deemed the world’s best work. Advertising effectiveness supremo Peter Field, attention economy pioneer Karen Nelson-Field and creativity maestro Orlando Wood warn that ad effectiveness, ESOV and mental availability created by advertising for a brand is crumbling. The ESOV principle – spending more than rivals to gain extra share of voice relative to market share to outplace competitor sales – no longer applies. Get the lowdown before it is presented to a global audience in Cannes next week. The trio argue there is a fix. 

42:06

EP209 - S1

13 Jun 22

How Suncorp, Leo Burnett flipped an advertising brief to a long-range marketing investment in a (real) street of climate change-ready homes, influenced national policy and drove a 38% lift in enquiries, surge in brand consideration

Marketing is a dirty word for some – look no further than the ‘Scotty from Marketing’ jab. But Suncorp has spent three years building, quite literally, a powerful response to that. Its One House campaign last year and recent Resilience Road activation are entirely marketing-funded and led research projects that are changing the way Queenslanders build disaster-proof homes. And what’s more, the campaign is flowing through to Suncorp’s bottom line, driving a 38 per cent rise in enquiries and more than 100,000, four-minute-long website reads. As CMO Mim Haysom and Leo Burnett Chief Customer Officer Amanda Wheeler explain, there’s more to come.

How Suncorp, Leo Burnett flipped an advertising brief to a long-range marketing investment in a (real) street of climate change-ready homes, influenced national policy and drove a 38% lift in enquiries, surge in brand consideration

Marketing is a dirty word for some – look no further than the ‘Scotty from Marketing’ jab. But Suncorp has spent three years building, quite literally, a powerful response to that. Its One House campaign last year and recent Resilience Road activation are entirely marketing-funded and led research projects that are changing the way Queenslanders build disaster-proof homes. And what’s more, the campaign is flowing through to Suncorp’s bottom line, driving a 38 per cent rise in enquiries and more than 100,000, four-minute-long website reads. As CMO Mim Haysom and Leo Burnett Chief Customer Officer Amanda Wheeler explain, there’s more to come.

32:42

EP208 - S1

6 Jun 22

Out of home creative in Australia ‘lagging’: Nike, Twitter, Jetstar flying as QR code, animation, anamorphic screen tech lands, blurring digital, social, PR, outdoor lines

When done well, OOH smashes it. Local brands have been lagging, but the smart ones are learning from the likes of Nike, driving a “creative revolution” in digital out of home, reckons Neil Ackland, oOh!media’s Chief Content, Marketing and Creative Officer. While tech like QR codes, 3D animation, location data and anamorphic screens can drive huge results, “There’s a difference between what is available that creatives can use and then what’s actually coming through the pipeline,” he says. Jetstar ran a QR code-based campaign in Melbourne and reached 6 million people with press coverage. Nike and Twitter are trying innovating creative – then sharing the campaigns on social to drive more engagement. Ackland says oOh! has launched a creative department, Poly, to reverse the lag. “We have to show brands through action how to deliver great out of home creative,” he says.

Out of home creative in Australia ‘lagging’: Nike, Twitter, Jetstar flying as QR code, animation, anamorphic screen tech lands, blurring digital, social, PR, outdoor lines

When done well, OOH smashes it. Local brands have been lagging, but the smart ones are learning from the likes of Nike, driving a “creative revolution” in digital out of home, reckons Neil Ackland, oOh!media’s Chief Content, Marketing and Creative Officer. While tech like QR codes, 3D animation, location data and anamorphic screens can drive huge results, “There’s a difference between what is available that creatives can use and then what’s actually coming through the pipeline,” he says. Jetstar ran a QR code-based campaign in Melbourne and reached 6 million people with press coverage. Nike and Twitter are trying innovating creative – then sharing the campaigns on social to drive more engagement. Ackland says oOh! has launched a creative department, Poly, to reverse the lag. “We have to show brands through action how to deliver great out of home creative,” he says.

32:18

EP207 - S1

2 Jun 22

WPP global CMO Laurent Ezekiel, ANZ lead Rose Herceg on bringing other networks into $4bn ‘open source’ Coke account, peak complexity, consolidation end game – and proving Sorrell wrong

Brands and agency holdcos are restructuring for efficiency. But WPP says it’s done with post-Sorrell surgery and out the other side, proving the former CEO wrong in the process. Its “open source” integrated set-up landed the $4bn global Coca Cola account and means other rival agencies and non-WPP partners can tap into WPP’s platform for Coke. It could prove a template for consolidation plays to come, per global CMO Laurent Ezekiel. WPP ANZ’s Rose Herceg is equally bullish on the holdco’s growth prospects after overhauling leadership and smashing an unwieldy list of business units into nine networks; she says both staff and clients are “loving” a story simple enough to articulate. Ezekiel meanwhile reckons the marketing industry is past “peak complexity”… until the “untapped” metaverse arrives. But he’s unapologetic for the daunting privacy challenges industry faces, and shrugs off concerns around Big Tech’s dominance, given the growth he suggests the platforms are driving. 

WPP global CMO Laurent Ezekiel, ANZ lead Rose Herceg on bringing other networks into $4bn ‘open source’ Coke account, peak complexity, consolidation end game – and proving Sorrell wrong

Brands and agency holdcos are restructuring for efficiency. But WPP says it’s done with post-Sorrell surgery and out the other side, proving the former CEO wrong in the process. Its “open source” integrated set-up landed the $4bn global Coca Cola account and means other rival agencies and non-WPP partners can tap into WPP’s platform for Coke. It could prove a template for consolidation plays to come, per global CMO Laurent Ezekiel. WPP ANZ’s Rose Herceg is equally bullish on the holdco’s growth prospects after overhauling leadership and smashing an unwieldy list of business units into nine networks; she says both staff and clients are “loving” a story simple enough to articulate. Ezekiel meanwhile reckons the marketing industry is past “peak complexity”… until the “untapped” metaverse arrives. But he’s unapologetic for the daunting privacy challenges industry faces, and shrugs off concerns around Big Tech’s dominance, given the growth he suggests the platforms are driving. 

54:14

EP206 - S1

30 May 22

B2B talent ‘hunger games’ as brands in-house analytics, tech, digital upskilling to cover shortfall, raiding B2C guns and ‘boomerangs’ as business-consumer marketing lines blur

It’s the “hunger games” out there in the B2B talent wars. Software firm ServiceNow’s solution? In-house training. It’s the best way to get good analytics people, Head of Marketing Caroline Raj says. “Everybody is dipping into everybody’s pool at the moment,” she says. It has been a tough two years. Of the 140,000 marketing and advertising people in Australia, 20,000 have moved jobs in the past 20 months, per LinkedIn’s Prue Cox. Agency churn has increased by 50 per cent in the past year – off a high base. Average marketing tenure is now a mere 1.4 years. “That’s quite terrifying,” Telstra’s Kelly Tyson says. She’s not seeing that at the telco, which works hard on culture, but the talent pool is tight. The market for B2B savvy, IT and tech-literate marketers is running hot.

B2B talent ‘hunger games’ as brands in-house analytics, tech, digital upskilling to cover shortfall, raiding B2C guns and ‘boomerangs’ as business-consumer marketing lines blur

It’s the “hunger games” out there in the B2B talent wars. Software firm ServiceNow’s solution? In-house training. It’s the best way to get good analytics people, Head of Marketing Caroline Raj says. “Everybody is dipping into everybody’s pool at the moment,” she says. It has been a tough two years. Of the 140,000 marketing and advertising people in Australia, 20,000 have moved jobs in the past 20 months, per LinkedIn’s Prue Cox. Agency churn has increased by 50 per cent in the past year – off a high base. Average marketing tenure is now a mere 1.4 years. “That’s quite terrifying,” Telstra’s Kelly Tyson says. She’s not seeing that at the telco, which works hard on culture, but the talent pool is tight. The market for B2B savvy, IT and tech-literate marketers is running hot.

48:37

EP205 - S1

26 May 22

Seven pizzas a second: Domino’s CMO Adam Ballesty on brand building in scaled QSR, breakneck pace in creativity and campaigns, baking purpose into pizza, taking fight to Maccas and KFC, acquisition trumping retention, and why owning drivers will win delivery app battle

Adam Ballesty spent most of his career building big brands at spirits business Diageo only to join retail-focused Domino’s in mid-2021, steering a team of 60 through the tail end of a global pandemic. The sector's pace is mind-boggling, he admits. Food aggregators like Uber Eats and Menulog account for the majority of Domino’s orders and were non-existent three years ago. The likes of McDonalds and KFC are powerful competition and are driving culture. Ballesty’s new agency team are hoping to take the QSR battle royale directly to them, while baking purpose as a key ingredient in the company. In the meantime, he's fielding calls from franchisees asking for the TV ad schedule so they can prepare for the inevitable demand spike.

Seven pizzas a second: Domino’s CMO Adam Ballesty on brand building in scaled QSR, breakneck pace in creativity and campaigns, baking purpose into pizza, taking fight to Maccas and KFC, acquisition trumping retention, and why owning drivers will win delivery app battle

Adam Ballesty spent most of his career building big brands at spirits business Diageo only to join retail-focused Domino’s in mid-2021, steering a team of 60 through the tail end of a global pandemic. The sector's pace is mind-boggling, he admits. Food aggregators like Uber Eats and Menulog account for the majority of Domino’s orders and were non-existent three years ago. The likes of McDonalds and KFC are powerful competition and are driving culture. Ballesty’s new agency team are hoping to take the QSR battle royale directly to them, while baking purpose as a key ingredient in the company. In the meantime, he's fielding calls from franchisees asking for the TV ad schedule so they can prepare for the inevitable demand spike.

43:04

EP204 - S1

23 May 22

‘We can recognise 16m individuals’: News Corp claims united CDP, 13 data partners, high match rates compete with Big Tech, commerce integrations ahead

News Corp has reached the level of Big Tech, Client Product MD Pippa Leary says, uniting its famously independent business units – publishing, Foxtel and REA Group – to create a pool of 16-million audience IDs. A consumer could watch Kayo, browse News.com.au, look at property on RealEstate.com.au, and News Corp can link them all, Leary says. The “arms race” of just having big numbers is over. “Claiming a big number is one thing, but actually, if you don't have a lot of daily active users and you do not have high match rates, it's actually quite meaningless,” she says. Using 13 data partners, including crucial IDs and location data from Near, News reckons it can achieve high match rates with brands and – in stark contrast to Big Tech – share more of those insights with brands. “All of [those IDs] have consent attached to them to be shared and to be matched,” Suzie Cardwell, GM Client Product and Strategy, says. News is now pushing hard for one click transactions within content, including video.

‘We can recognise 16m individuals’: News Corp claims united CDP, 13 data partners, high match rates compete with Big Tech, commerce integrations ahead

News Corp has reached the level of Big Tech, Client Product MD Pippa Leary says, uniting its famously independent business units – publishing, Foxtel and REA Group – to create a pool of 16-million audience IDs. A consumer could watch Kayo, browse News.com.au, look at property on RealEstate.com.au, and News Corp can link them all, Leary says. The “arms race” of just having big numbers is over. “Claiming a big number is one thing, but actually, if you don't have a lot of daily active users and you do not have high match rates, it's actually quite meaningless,” she says. Using 13 data partners, including crucial IDs and location data from Near, News reckons it can achieve high match rates with brands and – in stark contrast to Big Tech – share more of those insights with brands. “All of [those IDs] have consent attached to them to be shared and to be matched,” Suzie Cardwell, GM Client Product and Strategy, says. News is now pushing hard for one click transactions within content, including video.

36:09

EP203 - S1

19 May 22

Growth hacked: Old tricks new again as ‘growth hacking’ fails, tech yields plummet, start-ups build brand to compete - Canva going big on billboards

Growth hacking was once a favourite term of the Silicon Valley crowd instead of marketing, fuelling the meteoric rise of early tech pioneers like PayPal, Tesla and Amazon. But there’s a fascinating blurring going on, where once successful growth hacks are starting to falter – “failing miserably”, in the words of one-time growth hacker and services marketing advisor Jonathan James. Instead, tech companies – think Canva – are turning to out of home, television, and other traditional media. In most verticals, there’s increased competition, meaning start-ups are rediscovering the need to have a “brand”. Traditional marketing smarts and brand talent are increasingly sought-after, and what’s old is becoming new again.

Growth hacked: Old tricks new again as ‘growth hacking’ fails, tech yields plummet, start-ups build brand to compete - Canva going big on billboards

Growth hacking was once a favourite term of the Silicon Valley crowd instead of marketing, fuelling the meteoric rise of early tech pioneers like PayPal, Tesla and Amazon. But there’s a fascinating blurring going on, where once successful growth hacks are starting to falter – “failing miserably”, in the words of one-time growth hacker and services marketing advisor Jonathan James. Instead, tech companies – think Canva – are turning to out of home, television, and other traditional media. In most verticals, there’s increased competition, meaning start-ups are rediscovering the need to have a “brand”. Traditional marketing smarts and brand talent are increasingly sought-after, and what’s old is becoming new again.

34:10

EP202 - S1

16 May 22

Val Morgan and cinema winning attention battle; Amplified Intelligence data finds 80 per cent active attention, zero decay; Nab, OMD, Hatched, on where next; Nelson-Field on why sprint for ‘dirty’ attention CPMs risks everything

Nine last month claimed massive active attention for BVOD ads playing on mobile devices, 72 per cent for a 30-second commercial, per Amplified Intelligence’s study. But Karen Nelson-Field’s data is in for Val Morgan – and it suggests cinema blows other channels out of the water for active attention, with zero decay across the entire ad. As attention metrics pick up major attention globally, Nelson-Field is just back from a World Federation of Advertisers conference, warning marketers not to let themselves get gamed by those touting cheap, “dirty” attention CPMs while brushing off naysayers briefing against the march of attention metrics. Locally, the likes of NAB want to bring attention data into econometric modelling; agencies are already using it to reweight channel spend and show marketers that their share of voice models could be way, way off.  

Val Morgan and cinema winning attention battle; Amplified Intelligence data finds 80 per cent active attention, zero decay; Nab, OMD, Hatched, on where next; Nelson-Field on why sprint for ‘dirty’ attention CPMs risks everything

Nine last month claimed massive active attention for BVOD ads playing on mobile devices, 72 per cent for a 30-second commercial, per Amplified Intelligence’s study. But Karen Nelson-Field’s data is in for Val Morgan – and it suggests cinema blows other channels out of the water for active attention, with zero decay across the entire ad. As attention metrics pick up major attention globally, Nelson-Field is just back from a World Federation of Advertisers conference, warning marketers not to let themselves get gamed by those touting cheap, “dirty” attention CPMs while brushing off naysayers briefing against the march of attention metrics. Locally, the likes of NAB want to bring attention data into econometric modelling; agencies are already using it to reweight channel spend and show marketers that their share of voice models could be way, way off.  

40:28

EP201 - S1

9 May 22

Shift happens: PHD Global CMO says marketers buried in reporting instead of growth generation, risk obsolescence as marketing function restructures for next wave of gaming, influencer, commerce, decisioning disruption

Chris Stephenson, global CMO of media agency Network PHD, thinks the marketing community has a weird and massive blindspot around gaming.  That may be because they are buried in admin rather than doing actual marketing. Per PHD’s latest research study, 1,700 marketers around the world say their biggest time allocation is spent on reporting, not strategy, innovation and idea development. Those unable to shake off administrative shackles risk being overtaken by a marketing function overhaul now fast approaching – at least according to the group’s new book, ‘SHIFT: a Marketing Rethink’.  In the short-term, it forecasts that key marketing and media roles will span influencer programmatic teams, game commerce, clean room development teams and decision scientists through to ‘layer designers’, VR world designers and ‘brain-computer interface developers’ in the mid- to long-term. Within 20 years we could see ‘quantum simulation developers’ “simulating the entire media universe” for brands. But for now, Stephenson thinks those rushing headlong into the metaverse and Web3.0 are barrelling into the trough of disappointment.

Shift happens: PHD Global CMO says marketers buried in reporting instead of growth generation, risk obsolescence as marketing function restructures for next wave of gaming, influencer, commerce, decisioning disruption

Chris Stephenson, global CMO of media agency Network PHD, thinks the marketing community has a weird and massive blindspot around gaming.  That may be because they are buried in admin rather than doing actual marketing. Per PHD’s latest research study, 1,700 marketers around the world say their biggest time allocation is spent on reporting, not strategy, innovation and idea development. Those unable to shake off administrative shackles risk being overtaken by a marketing function overhaul now fast approaching – at least according to the group’s new book, ‘SHIFT: a Marketing Rethink’.  In the short-term, it forecasts that key marketing and media roles will span influencer programmatic teams, game commerce, clean room development teams and decision scientists through to ‘layer designers’, VR world designers and ‘brain-computer interface developers’ in the mid- to long-term. Within 20 years we could see ‘quantum simulation developers’ “simulating the entire media universe” for brands. But for now, Stephenson thinks those rushing headlong into the metaverse and Web3.0 are barrelling into the trough of disappointment.

50:29

EP200 - S1

2 May 22

‘Big difference between 1,000 Corollas and 1,000 Ferraris’: Why ThinkPremiumDigital argues platform audience reach is a poor proxy for effective attention – especially on digital video

There’s a fundamental flaw in how advertisers approach the concept of “platform audience reach”, ThinkPremiumDigital says, and the argument goes like this: advertisers care about audiences, but despite large user numbers – the audiences aren’t always paying attention. And yet, a platform’s reach often dictates a brand’s investment level. “Somebody on the platform doesn’t mean they saw an ad,” ThinkPremiumDigital General Manager Venessa Hunt says. MediaScience’s CEO Dr Duane Varan looked into this, finding it took five hours of social video to reach one minute of effective audience exposure. Conversely, it took just 12 minutes for premium video. “You cannot assume all exposures are equal,” Dr Varan says. MediaCom’s Client Partner, Lynsey Mogridge, says clients are open to this, they’re already planning on sales, not just reach or CPMs. Foxtel Media Director of Customer Engagement, Toby Dewar, says this research “talks to the old tradition, which is: context matters.”

‘Big difference between 1,000 Corollas and 1,000 Ferraris’: Why ThinkPremiumDigital argues platform audience reach is a poor proxy for effective attention – especially on digital video

There’s a fundamental flaw in how advertisers approach the concept of “platform audience reach”, ThinkPremiumDigital says, and the argument goes like this: advertisers care about audiences, but despite large user numbers – the audiences aren’t always paying attention. And yet, a platform’s reach often dictates a brand’s investment level. “Somebody on the platform doesn’t mean they saw an ad,” ThinkPremiumDigital General Manager Venessa Hunt says. MediaScience’s CEO Dr Duane Varan looked into this, finding it took five hours of social video to reach one minute of effective audience exposure. Conversely, it took just 12 minutes for premium video. “You cannot assume all exposures are equal,” Dr Varan says. MediaCom’s Client Partner, Lynsey Mogridge, says clients are open to this, they’re already planning on sales, not just reach or CPMs. Foxtel Media Director of Customer Engagement, Toby Dewar, says this research “talks to the old tradition, which is: context matters.”

47:11

EP199 - S1

28 Apr 22

Australian marketers flatlining on data and digital capability and losing CX remit: Coles Sam McLeod, ex-Woolies X exec Willem Paling on why and what next

Skills and capabilities across digital marketing, CX, data and analytics have flatlined in Australia over the last three years according to a study of more than 200 marketers. If the data is right, brands are delusional about the skills they have versus what they need, while half the market has either been stripped of CX responsibility, or never had it to start with. Fresh from a decade in the UK, Coles GM of Brand, Digital and Design Sam McLeod thinks Australia is way behind the data-to-insight curve. Willem Paling has just left Woolies X and Cartology and says marketing must present itself as greater than the ads or promotional function if it is to regain the CX remit. Teresa Sperti, whose firm Arktic Fox is behind the Marketing State of Play study, thinks ANZ’s marketing team and Kate Young have set the standard when it comes to equipping teams with the skills now sorely required. But there’s a big chunk of the market that needs a plan, pronto. 

Australian marketers flatlining on data and digital capability and losing CX remit: Coles Sam McLeod, ex-Woolies X exec Willem Paling on why and what next

Skills and capabilities across digital marketing, CX, data and analytics have flatlined in Australia over the last three years according to a study of more than 200 marketers. If the data is right, brands are delusional about the skills they have versus what they need, while half the market has either been stripped of CX responsibility, or never had it to start with. Fresh from a decade in the UK, Coles GM of Brand, Digital and Design Sam McLeod thinks Australia is way behind the data-to-insight curve. Willem Paling has just left Woolies X and Cartology and says marketing must present itself as greater than the ads or promotional function if it is to regain the CX remit. Teresa Sperti, whose firm Arktic Fox is behind the Marketing State of Play study, thinks ANZ’s marketing team and Kate Young have set the standard when it comes to equipping teams with the skills now sorely required. But there’s a big chunk of the market that needs a plan, pronto. 

47:39

EP198 - S1

25 Apr 22

Digital winners – how beauty giant MECCA is nailing loyalty while Coles, Woolies and Cotton On are making brand purpose pay: Salesforce VP Jo Gaines

The hottest topic in the digital market, Salesforce’s Jo Gaines reckons, is loyalty. And she has two words for brands not delivering personalisation, killer experiences, and a rewarding value exchange: ‘Watch out’. “They really expect you to know all of that,” she says. Competitors are likely circling. Beauty giant MECCA is nailing it, and there are smaller businesses emerging that are looking at partnerships to deliver similar experiences. Likewise, Gaines says, purpose-driven organisations are seeing fundamentally better returns, and the work by big corporates during disasters isn’t going unnoticed. “People are going to Woolies and Coles, they're going to Bunnings, they're relying on companies like Cotton On,” she says. “They are front and centre in the community. They are holding the community together.” These are some of the latest shopping trends in 2022.

Digital winners – how beauty giant MECCA is nailing loyalty while Coles, Woolies and Cotton On are making brand purpose pay: Salesforce VP Jo Gaines

The hottest topic in the digital market, Salesforce’s Jo Gaines reckons, is loyalty. And she has two words for brands not delivering personalisation, killer experiences, and a rewarding value exchange: ‘Watch out’. “They really expect you to know all of that,” she says. Competitors are likely circling. Beauty giant MECCA is nailing it, and there are smaller businesses emerging that are looking at partnerships to deliver similar experiences. Likewise, Gaines says, purpose-driven organisations are seeing fundamentally better returns, and the work by big corporates during disasters isn’t going unnoticed. “People are going to Woolies and Coles, they're going to Bunnings, they're relying on companies like Cotton On,” she says. “They are front and centre in the community. They are holding the community together.” These are some of the latest shopping trends in 2022.

33:23

EP197 - S1

21 Apr 22

‘No excuses’ for not having audio devices all day: SCA says dynamic ads, smart speakers, long sessions and high ‘we’re not Facebook’ iOS opt ins fuelling massive digital audio growth

Digital audio is growing at about 35 per cent year-on-year, and is now north of $150 million, Southern Cross Austereo’s Chief Sales Officer, Brian Gallagher, reckons. And as digital audio grows, so too are the learnings. For one, smart speakers make up 20 to 30 per cent of the total audience, and those people are listening for hours at a time. Two in every three dollars spent with SCA are buying direct insertions – just one third are programmatic ads. And agencies are still splitting audio and digital teams. There’s more growth ahead, Gallagher says. “At this stage of the history of the development of audio, there are absolutely no excuses for not having some form of audio product with you at every stage of your day,” he says. Jonathan Mandel, SCA’s Head of Digital Sales and Ops, says the network’s LiSTNR app has passed all expectations gaining trust and consumer opt in on Apple iOS devices.

‘No excuses’ for not having audio devices all day: SCA says dynamic ads, smart speakers, long sessions and high ‘we’re not Facebook’ iOS opt ins fuelling massive digital audio growth

Digital audio is growing at about 35 per cent year-on-year, and is now north of $150 million, Southern Cross Austereo’s Chief Sales Officer, Brian Gallagher, reckons. And as digital audio grows, so too are the learnings. For one, smart speakers make up 20 to 30 per cent of the total audience, and those people are listening for hours at a time. Two in every three dollars spent with SCA are buying direct insertions – just one third are programmatic ads. And agencies are still splitting audio and digital teams. There’s more growth ahead, Gallagher says. “At this stage of the history of the development of audio, there are absolutely no excuses for not having some form of audio product with you at every stage of your day,” he says. Jonathan Mandel, SCA’s Head of Digital Sales and Ops, says the network’s LiSTNR app has passed all expectations gaining trust and consumer opt in on Apple iOS devices.

38:36

EP196 - S1

12 Apr 22

Can Australia’s richest man, Andrew Forrest, save contextual & diverse audiences and indie media frozen out by Facebook & Google as Big Tech’s $200m pay-off silences Big Australian Media

Some have labelled as futile the “WaitingOnZuck" news freeze mounted by 40 independent Australian publishers three weeks ago to protest Facebook and Google’s dismissive and arrogant treatment of smaller, independent media publishers under the Federal Government’s globally acclaimed Media Bargaining Code legislation. But a street fight engineered by independent media, and intervention by the philanthropic foundation of billionaire Fortescue Metals founder, Andrew “Twiggy” Forrest, to lead a collective bargaining agreement forcing Big Tech to reverse dismissive, stalling tactics, may just have shifted the winds…and delivered blue chip brands a lesson in what to do when their audiences, and tech stack, are all but monopolised by global platforms.

Can Australia’s richest man, Andrew Forrest, save contextual & diverse audiences and indie media frozen out by Facebook & Google as Big Tech’s $200m pay-off silences Big Australian Media

Some have labelled as futile the “WaitingOnZuck" news freeze mounted by 40 independent Australian publishers three weeks ago to protest Facebook and Google’s dismissive and arrogant treatment of smaller, independent media publishers under the Federal Government’s globally acclaimed Media Bargaining Code legislation. But a street fight engineered by independent media, and intervention by the philanthropic foundation of billionaire Fortescue Metals founder, Andrew “Twiggy” Forrest, to lead a collective bargaining agreement forcing Big Tech to reverse dismissive, stalling tactics, may just have shifted the winds…and delivered blue chip brands a lesson in what to do when their audiences, and tech stack, are all but monopolised by global platforms.

38:47

EP195 - S1

11 Apr 22

Healthier returns: Contextual, location-powered pDOOH targeting healthy youth without insurance via dynamic creative moves needle for NIB, sets ‘new industry benchmark’

NIB is reinventing itself, looking to reach young types not necessarily into health insurance – rather than the 45 per cent of Australians who already have a policy. It ran 20 different messages, influenced by location, targeting gyms and supermarkets on programmatic digital out of home screens with Val Morgan Outdoor. “Rather than focusing on advertising that talks to a joining offer, it was more about who NIB is as a brand,” Marketing Manager Mitch Leman says. That meant reminders to eat healthily, walk further, or exercise longer. It took time but was worth it. With Yahoo location data, VMO’s facial analytics, postcode-level third party data, it hit a “sweet spot of programmatic”, MediaCom’s Nick Thomas says – and he didn’t even work on the campaign. Yahoo’s Andrew Gilbert, Essence’s Katie Rooney and VMO Managing Director Paul Butler unpack NIB’s campaign – and why it’s delivering healthier returns.

Healthier returns: Contextual, location-powered pDOOH targeting healthy youth without insurance via dynamic creative moves needle for NIB, sets ‘new industry benchmark’

NIB is reinventing itself, looking to reach young types not necessarily into health insurance – rather than the 45 per cent of Australians who already have a policy. It ran 20 different messages, influenced by location, targeting gyms and supermarkets on programmatic digital out of home screens with Val Morgan Outdoor. “Rather than focusing on advertising that talks to a joining offer, it was more about who NIB is as a brand,” Marketing Manager Mitch Leman says. That meant reminders to eat healthily, walk further, or exercise longer. It took time but was worth it. With Yahoo location data, VMO’s facial analytics, postcode-level third party data, it hit a “sweet spot of programmatic”, MediaCom’s Nick Thomas says – and he didn’t even work on the campaign. Yahoo’s Andrew Gilbert, Essence’s Katie Rooney and VMO Managing Director Paul Butler unpack NIB’s campaign – and why it’s delivering healthier returns.

37:33

EP194 - S1

7 Apr 22

Nine reveals first media attention data from Prof. Karen Nelson-Field: Mobile beats Connected TV which beats broadcast for active attention; YouTube feels heat for "skip ad button" focus

The first detailed attention data from a major media group is out with Nine releasing findings of its attention study with Professor Karen Nelson-Field’s Amplified Intelligence. For a 30-second spot on linear television, the average person pays just 11 seconds of “Active Attention”, or 37 per cent of the ad. BVOD on connected TVs and mobile phones score higher on active attention but when added to “Passive Attention”, linear television vastly outperforms most of its rivals, say Nine’s Liana Dubois and Jonathan Fox. So what to do with this conundrum? Hatched Media's Head of Planning, Andrew Pascoe, who has gone all in on attention, says the opportunity is nuanced but massive. To boot, "attention CPMs", currently being used by many agency groups, are deeply troubled, the trio warn.   

Nine reveals first media attention data from Prof. Karen Nelson-Field: Mobile beats Connected TV which beats broadcast for active attention; YouTube feels heat for "skip ad button" focus

The first detailed attention data from a major media group is out with Nine releasing findings of its attention study with Professor Karen Nelson-Field’s Amplified Intelligence. For a 30-second spot on linear television, the average person pays just 11 seconds of “Active Attention”, or 37 per cent of the ad. BVOD on connected TVs and mobile phones score higher on active attention but when added to “Passive Attention”, linear television vastly outperforms most of its rivals, say Nine’s Liana Dubois and Jonathan Fox. So what to do with this conundrum? Hatched Media's Head of Planning, Andrew Pascoe, who has gone all in on attention, says the opportunity is nuanced but massive. To boot, "attention CPMs", currently being used by many agency groups, are deeply troubled, the trio warn.   

48:30

EP193 - S1

4 Apr 22

Mental availability, brand rejection, Binet & Field, ESOV and Ehrenberg-Bass: New B2B data shows marketers should flip the funnel sideways for business growth, B2C strategy also on the hook

Mi3’s most read story of 2021 unpacked the critical role of mental availability in business metrics, as well as its impact on ESOV, or extra share of advertising voice. Now Ehrenberg-Bass Institute Professors Byron Sharp, Jenni Romaniuk and John Dawes, the people behind ‘mental availability’, have produced a paper with the B2B Institute that should have far-reaching implications for marketing and advertising practice. From flipping the marketing funnel sideways to scotching “delusions” that retention and loyalty trump acquisition – and a new performance-enhancing twist on Binet & Field’s 60:40 brand to performance rule (it should be 95:5) – the rules unpacked in How B2B Brands Grow equally apply in B2C marketing, says co-author, Jenni Romaniuk. Jon Lombardo, Global Research Lead at The B2B Institute hopes the science emboldens brands to stop making “drab and dull” performance ads and stop worrying about offending customers. The truth, he says, is few people care about brands at all: “It’s all upside. The job is always to build mental availability.” LinkedIn’s ANZ and SEA Enterprise boss Prue Cox says the likes of Westpac and DocuSign are nailing it.  Read the original 'mental availability' story here: https://www.mi-3.com.au/28-06-2021/mental-availability-critical-brand-growth-and-extra-share-voice-says-aca-report

Mental availability, brand rejection, Binet & Field, ESOV and Ehrenberg-Bass: New B2B data shows marketers should flip the funnel sideways for business growth, B2C strategy also on the hook

Mi3’s most read story of 2021 unpacked the critical role of mental availability in business metrics, as well as its impact on ESOV, or extra share of advertising voice. Now Ehrenberg-Bass Institute Professors Byron Sharp, Jenni Romaniuk and John Dawes, the people behind ‘mental availability’, have produced a paper with the B2B Institute that should have far-reaching implications for marketing and advertising practice. From flipping the marketing funnel sideways to scotching “delusions” that retention and loyalty trump acquisition – and a new performance-enhancing twist on Binet & Field’s 60:40 brand to performance rule (it should be 95:5) – the rules unpacked in How B2B Brands Grow equally apply in B2C marketing, says co-author, Jenni Romaniuk. Jon Lombardo, Global Research Lead at The B2B Institute hopes the science emboldens brands to stop making “drab and dull” performance ads and stop worrying about offending customers. The truth, he says, is few people care about brands at all: “It’s all upside. The job is always to build mental availability.” LinkedIn’s ANZ and SEA Enterprise boss Prue Cox says the likes of Westpac and DocuSign are nailing it.  Read the original 'mental availability' story here: https://www.mi-3.com.au/28-06-2021/mental-availability-critical-brand-growth-and-extra-share-voice-says-aca-report

48:05

EP192 - S1

28 Mar 22

Cookies, cream and crackers: Arnott’s CMO Jenni Dill on retailer media, selling out of Tim Tam perfume and fixing a tired, older-skewing brand for youngsters, the decadent and the healthy

Former McDonald’s CMO Jenni Dill joined the old but iconic Arnott’s in the same role 18 months ago after US private equity firm KKR paid $3.2 billion for the business from Campbell's. Rather than stripping out costs in pursuit of rapid profit, the new owners are investing to build Arnott’s return as a contemporary Australian iconic brand. The growth plans are ambitious and, in the case of a sell-out of Tim Tam perfume, unconventional – but this year will see Dill and her team put the foot down an accelerate an all new Arnott’s. A booming retailer media sector, by the way, is promising for Arnott’s growth but Dill remains pragmatic on its potential. For now, it’s sitting at circa 10 per cent of the biscuit maker’s budget. 

Cookies, cream and crackers: Arnott’s CMO Jenni Dill on retailer media, selling out of Tim Tam perfume and fixing a tired, older-skewing brand for youngsters, the decadent and the healthy

Former McDonald’s CMO Jenni Dill joined the old but iconic Arnott’s in the same role 18 months ago after US private equity firm KKR paid $3.2 billion for the business from Campbell's. Rather than stripping out costs in pursuit of rapid profit, the new owners are investing to build Arnott’s return as a contemporary Australian iconic brand. The growth plans are ambitious and, in the case of a sell-out of Tim Tam perfume, unconventional – but this year will see Dill and her team put the foot down an accelerate an all new Arnott’s. A booming retailer media sector, by the way, is promising for Arnott’s growth but Dill remains pragmatic on its potential. For now, it’s sitting at circa 10 per cent of the biscuit maker’s budget. 

43:18

EP191 - S1

21 Mar 22

‘He’s well versed in current structures of power in media and marketing’: Why Henry Tajer has put millions into a new venture to upend corporate, agency strategy and planning… and the $16bn influence business

Influence, influencers, creator economy and ‘systems thinking’… Standby for some new buzzwords like people-based influence and privacy-friendly zero party data, as the global influencer market is set to top $16bn this year. But the influence industry is still unhinged, poorly managed and needs integrated measurement to help marketing teams understand business impact. And for different reasons, corporate strategy, market research and agency strategy planning are facing structural overhauls that a new venture, The Influence Group, is banking its new model on. Here’s why. 

‘He’s well versed in current structures of power in media and marketing’: Why Henry Tajer has put millions into a new venture to upend corporate, agency strategy and planning… and the $16bn influence business

Influence, influencers, creator economy and ‘systems thinking’… Standby for some new buzzwords like people-based influence and privacy-friendly zero party data, as the global influencer market is set to top $16bn this year. But the influence industry is still unhinged, poorly managed and needs integrated measurement to help marketing teams understand business impact. And for different reasons, corporate strategy, market research and agency strategy planning are facing structural overhauls that a new venture, The Influence Group, is banking its new model on. Here’s why. 

52:26

EP190 - S1

14 Mar 22

New Work Order: NAB partnerships chief, Mindshare and Foxtel Media CEOs break down post-Covid client, agency and publisher supply chain challenges, flexible working, bad industry practices, and where media goes next

No-one in the advertising supply chain is immune to the challenge of how to work in the post-Covid world. NAB’s Thomas Dobson, Mindshare’s outgoing CEO Katie Rigg Smith and Foxtel Media CEO Mark Frain have had to manage this New Work Order. Is it “in the room, not Zoom”? Full flexibility? A mixture of both? Rigg Smith says the pandemic created an expectation that everyone was at their computer, working, morning till night. “You don’t build trust over email,” she says. Frain says half the workforce came back from the summer holidays exhausted from Covid isolation or illness. Likewise, remote working isn’t easy on culture. “The old adage was, ‘get in your chair and start learning the job’,” he says. “Pretty hard if you’re sitting in your living room”. NAB’s Thomas Dobson says future workplaces will come down to trust. “You underestimate how much trust is there, especially when you’re talking about millions of dollars’ worth of media investment that has to pay off.”

New Work Order: NAB partnerships chief, Mindshare and Foxtel Media CEOs break down post-Covid client, agency and publisher supply chain challenges, flexible working, bad industry practices, and where media goes next

No-one in the advertising supply chain is immune to the challenge of how to work in the post-Covid world. NAB’s Thomas Dobson, Mindshare’s outgoing CEO Katie Rigg Smith and Foxtel Media CEO Mark Frain have had to manage this New Work Order. Is it “in the room, not Zoom”? Full flexibility? A mixture of both? Rigg Smith says the pandemic created an expectation that everyone was at their computer, working, morning till night. “You don’t build trust over email,” she says. Frain says half the workforce came back from the summer holidays exhausted from Covid isolation or illness. Likewise, remote working isn’t easy on culture. “The old adage was, ‘get in your chair and start learning the job’,” he says. “Pretty hard if you’re sitting in your living room”. NAB’s Thomas Dobson says future workplaces will come down to trust. “You underestimate how much trust is there, especially when you’re talking about millions of dollars’ worth of media investment that has to pay off.”

37:26

EP189 - S1

10 Mar 22

Tip of the iceberg: Brands want to reweight media campaigns to lowest carbon publishers; Australia’s Bcorp indie agencies plan to pip holdcos with Net Zero Media calculator; Shift happening faster than publishers realise

$6.5bn fund manager Australian Ethical, ‘clean fast food’ firm Guzman y Gomez, Unilever’s Ben & Jerry’s, Lion’s Stone & Wood, The Body Shop and parts of Danone are all Bcorps. They are all driving growth through commitments to social and environmental good – and are all laser-focused on the sustainability and purpose credentials of those they do business with. That includes media owners and agencies. In a few weeks, a new media carbon calculator developed by Benedictus Media sister company Net Zero Media – in beta and set to launch ahead of those being touted by the likes of GroupM – will shine a light on which publishers or media channels will deliver lowest carbon footprint per campaign. Bosses of Australia’s three certified Bcorp indie agencies, Benedictus, Alchemy One and Optimising, say those clients can then reweight spend – and may even make shorter ads – in a bid to lessen environmental impact. And they think it’s just the tip of the iceberg.

Tip of the iceberg: Brands want to reweight media campaigns to lowest carbon publishers; Australia’s Bcorp indie agencies plan to pip holdcos with Net Zero Media calculator; Shift happening faster than publishers realise

$6.5bn fund manager Australian Ethical, ‘clean fast food’ firm Guzman y Gomez, Unilever’s Ben & Jerry’s, Lion’s Stone & Wood, The Body Shop and parts of Danone are all Bcorps. They are all driving growth through commitments to social and environmental good – and are all laser-focused on the sustainability and purpose credentials of those they do business with. That includes media owners and agencies. In a few weeks, a new media carbon calculator developed by Benedictus Media sister company Net Zero Media – in beta and set to launch ahead of those being touted by the likes of GroupM – will shine a light on which publishers or media channels will deliver lowest carbon footprint per campaign. Bosses of Australia’s three certified Bcorp indie agencies, Benedictus, Alchemy One and Optimising, say those clients can then reweight spend – and may even make shorter ads – in a bid to lessen environmental impact. And they think it’s just the tip of the iceberg.

45:10

EP188 - S1

8 Mar 22

Tourism Australia CMO Susan Coghill: Search volumes up 160%; Times Square, Piccadilly Circus billboards spearhead Oz ad blitz; Local CX, unique ID trial expands to UK, Singapore for post-cookie travel crunch

With the largest social media following in the world as a tourism destination – 17 million – an international advertising blitz in the wings and the expansion offshore of a new customer experience (CX) and post-cookie ID platform trial, Tourism Australia’s CMO Susan Coghill and team have a billion dollar fight on their hands. How do you attract tourists, competing against governments the world over throwing everything at kickstarting decimated tourist economies – and travellers eschewing long-haul flights? TA has a potential head start on first party data-driven CX designed to pass muster in a post-privacy, post-cookie world but it’s got to build and convert intent first. There’s $60 billion at stake for the Australian economy, and hundreds of thousands of livelihoods in every state counting on Tourism Australia to pull every lever at its disposal. The early indications are positive. CMO Susan Coghill unpacks the early roadmap.

Tourism Australia CMO Susan Coghill: Search volumes up 160%; Times Square, Piccadilly Circus billboards spearhead Oz ad blitz; Local CX, unique ID trial expands to UK, Singapore for post-cookie travel crunch

With the largest social media following in the world as a tourism destination – 17 million – an international advertising blitz in the wings and the expansion offshore of a new customer experience (CX) and post-cookie ID platform trial, Tourism Australia’s CMO Susan Coghill and team have a billion dollar fight on their hands. How do you attract tourists, competing against governments the world over throwing everything at kickstarting decimated tourist economies – and travellers eschewing long-haul flights? TA has a potential head start on first party data-driven CX designed to pass muster in a post-privacy, post-cookie world but it’s got to build and convert intent first. There’s $60 billion at stake for the Australian economy, and hundreds of thousands of livelihoods in every state counting on Tourism Australia to pull every lever at its disposal. The early indications are positive. CMO Susan Coghill unpacks the early roadmap.

27:31

EP187 - S1

28 Feb 22

Seven to 10% of TV viewers aren’t watching any linear TV – but are streaming BVOD; VOZ adoption growing, but networks say many marketers still buying in silos

In the six months since VOZ launched, giving a look at unduplicated viewers on linear TV, online streaming and catch-up services, dozens of agencies and hundreds of brands have started using its data – but the networks say there’s still a way to go (and myths to be busted). Nine’s Richard Hunwick says “streaming choosers” are a new category of streaming-only viewer, which ThinkTV CEO Kim Portrate says includes the light viewer – like young people and women. Seven’s Craig Johnson says a lot of marketers are still buying TV in silos, and some agencies are using their own data, which lacks the competitive tension of the three major broadcasters keeping VOZ unbiased. There are seams of gold, too. Five of the top 15 BVOD programs last year were on demand first or exclusives like Love Island UK or Survivor South Africa, 10 ViacomCBS’s Gareth Tomlin says. ThinkTV and OzTam say TV blows YouTube out of the attention water.

Seven to 10% of TV viewers aren’t watching any linear TV – but are streaming BVOD; VOZ adoption growing, but networks say many marketers still buying in silos

In the six months since VOZ launched, giving a look at unduplicated viewers on linear TV, online streaming and catch-up services, dozens of agencies and hundreds of brands have started using its data – but the networks say there’s still a way to go (and myths to be busted). Nine’s Richard Hunwick says “streaming choosers” are a new category of streaming-only viewer, which ThinkTV CEO Kim Portrate says includes the light viewer – like young people and women. Seven’s Craig Johnson says a lot of marketers are still buying TV in silos, and some agencies are using their own data, which lacks the competitive tension of the three major broadcasters keeping VOZ unbiased. There are seams of gold, too. Five of the top 15 BVOD programs last year were on demand first or exclusives like Love Island UK or Survivor South Africa, 10 ViacomCBS’s Gareth Tomlin says. ThinkTV and OzTam say TV blows YouTube out of the attention water.

39:26

EP186 - S1

24 Feb 22

GroupM boss Aimee Buchanan and Essence CEO Pat Crowley spell out where billions of brand dollars are heading next; time to walk the talk on transparency, media diversity and why publishers should prepare for carbon targets

GroupM’s new CEO Aimee Buchanan spent ten years at OMD, trading on a transparency ticket and throwing stones at the approaches taken by GroupM and other “enemy” holdcos. New Essence CEO Pat Crowley was the ultimate under-the-radar operator. As one industry observer has it, “Pat played by Covid rules before Covid existed”. But he led Ikon’s CommBank account for 17 years, and the Sydney agency for half a dozen – and says grown-up kids mean it’s time to step up to steer Essence through the turbulence of a triple whammy agency merger. The two make the perfect odd couple, eerily aligned on transparency, what’s under the trading hood, diversity and decarbonisation of media supply chains – coming soon – and executing the new operating framework for the holdco, its people and business units locally. Buchanan says she even has license to make changes at the expense of profit targets. But she’s not known for missing them.

GroupM boss Aimee Buchanan and Essence CEO Pat Crowley spell out where billions of brand dollars are heading next; time to walk the talk on transparency, media diversity and why publishers should prepare for carbon targets

GroupM’s new CEO Aimee Buchanan spent ten years at OMD, trading on a transparency ticket and throwing stones at the approaches taken by GroupM and other “enemy” holdcos. New Essence CEO Pat Crowley was the ultimate under-the-radar operator. As one industry observer has it, “Pat played by Covid rules before Covid existed”. But he led Ikon’s CommBank account for 17 years, and the Sydney agency for half a dozen – and says grown-up kids mean it’s time to step up to steer Essence through the turbulence of a triple whammy agency merger. The two make the perfect odd couple, eerily aligned on transparency, what’s under the trading hood, diversity and decarbonisation of media supply chains – coming soon – and executing the new operating framework for the holdco, its people and business units locally. Buchanan says she even has license to make changes at the expense of profit targets. But she’s not known for missing them.

01:00:24

EP185 - S1

21 Feb 22

SCA’s audio platform LiSTNR takes off: A year on from a risky plan to bundle live radio, podcasts, news and sport into a platform people must sign-in to listen, SCA’s CEO Grant Blackley and CSO Brian Gallagher reveal the data-rich numbers, challenges and success: ‘We can target Nike ads to someone who's jogging’

One year ago, SCA leapt into the unknown with a streaming platform that bundled radio, audio, podcasts, and live streaming and a signed-in audience. How has it gone? Well, every day over the past year, more than 1,300 people have signed up and signed into the LiSTNR app. CEO Grant Blackley and Chief Sales Officer Brian Gallagher say it has already smashed expectations – and the momentum is still building. There are 500,000 signed in users now, and there have been 14 million streams over the past 11 months. “We’ve got the same kind of audiences as Spotify in the ad-funded space,” says Gallagher. Monetisation always lags uptake, Blackley says, but the “J-curve” they predicted a few months ago is steepening fast.

SCA’s audio platform LiSTNR takes off: A year on from a risky plan to bundle live radio, podcasts, news and sport into a platform people must sign-in to listen, SCA’s CEO Grant Blackley and CSO Brian Gallagher reveal the data-rich numbers, challenges and success: ‘We can target Nike ads to someone who's jogging’

One year ago, SCA leapt into the unknown with a streaming platform that bundled radio, audio, podcasts, and live streaming and a signed-in audience. How has it gone? Well, every day over the past year, more than 1,300 people have signed up and signed into the LiSTNR app. CEO Grant Blackley and Chief Sales Officer Brian Gallagher say it has already smashed expectations – and the momentum is still building. There are 500,000 signed in users now, and there have been 14 million streams over the past 11 months. “We’ve got the same kind of audiences as Spotify in the ad-funded space,” says Gallagher. Monetisation always lags uptake, Blackley says, but the “J-curve” they predicted a few months ago is steepening fast.

41:59

EP184 - S1

17 Feb 22

ANZ the next P&G? Why the bank has gone in-house to build 300 next gen marketers ready for AI, creativity, storytelling, tech, personalisation…and spotting AI bias in the machines

It used to be that P&G and Unilever would almost guarantee a long and possibly illustrious marketing career as the gold standard for applied marketing after university. P&G, in particular, was currency on any CV. So perhaps no surprise ANZ CMO Sweta Mehra – who joined the bank from P&G – has overseen a multi-million dollar investment to develop an in-housed capability program for 300 of her marketers. Mehra wants them match fit for an up-ended marketing world in five years, not floating in their own bubble with narrow, outdated skillsets. But building those smarts involves deep thinking about what skills are needed and ANZ’s program lead, Kate Young, says empathy, creativity and storytelling will be crucial as AI replaces campaign managers and the rest.

ANZ the next P&G? Why the bank has gone in-house to build 300 next gen marketers ready for AI, creativity, storytelling, tech, personalisation…and spotting AI bias in the machines

It used to be that P&G and Unilever would almost guarantee a long and possibly illustrious marketing career as the gold standard for applied marketing after university. P&G, in particular, was currency on any CV. So perhaps no surprise ANZ CMO Sweta Mehra – who joined the bank from P&G – has overseen a multi-million dollar investment to develop an in-housed capability program for 300 of her marketers. Mehra wants them match fit for an up-ended marketing world in five years, not floating in their own bubble with narrow, outdated skillsets. But building those smarts involves deep thinking about what skills are needed and ANZ’s program lead, Kate Young, says empathy, creativity and storytelling will be crucial as AI replaces campaign managers and the rest.

40:16

EP183 - S1

14 Feb 22

Why creativity, old school contextual tricks, clever segmentation, and post-cookie measurement are on the 2022 agenda for BMW’s new GM of Marketing Alex McLean and Origin Energy’s Sara Varnell

2022 is off to a rocky start: A supply chain crunch, a talent shortage, and campaign measurement challenges are just a few issues on the agenda. But BMW’s new GM for Marketing Alex McLean says it’s a great time to start – demand has never been so much higher than supply. Digital attribution is a growing challenge, Origin’s Sara Varnell says, and the big measurement companies haven’t cracked it yet, but she’s working with Atomic 212° on an AI-fuelled platform to keep track of valuable conversion data. Atomic212°’s National Managing Director, Rory Heffernan, says clients are facing targets based on historical figures that they can’t replicate. Asier Carazo and Sarah O’Leary, both from Atomic212°, say the days of annual planning are gone and brands being brave is key to success.  

Why creativity, old school contextual tricks, clever segmentation, and post-cookie measurement are on the 2022 agenda for BMW’s new GM of Marketing Alex McLean and Origin Energy’s Sara Varnell

2022 is off to a rocky start: A supply chain crunch, a talent shortage, and campaign measurement challenges are just a few issues on the agenda. But BMW’s new GM for Marketing Alex McLean says it’s a great time to start – demand has never been so much higher than supply. Digital attribution is a growing challenge, Origin’s Sara Varnell says, and the big measurement companies haven’t cracked it yet, but she’s working with Atomic 212° on an AI-fuelled platform to keep track of valuable conversion data. Atomic212°’s National Managing Director, Rory Heffernan, says clients are facing targets based on historical figures that they can’t replicate. Asier Carazo and Sarah O’Leary, both from Atomic212°, say the days of annual planning are gone and brands being brave is key to success.  

39:32

EP182 - S1

10 Feb 22

Fear and loathing: Women need men to get ‘casual sexism’ – but they’ve been scared off: How Australia’s agencies, media and brands are trying to re-engage disengaged blokes (if we can call them that)

Men are scared and lost in the push for gender equality – they don’t even know if it’s okay to hold the door open any more. As a result, men are disengaging from the gender quality debate, progress is stuttering and women are worried. Hence a month ahead of International Women’s Day, an alliance of Australian publishers, agencies and brands are calling on men to “be the change-makers”. Otherwise women are “just talking to themselves” as their would-be allies – men - muzzle themselves for fear of saying the wrong thing. 10 ViacomCBS sales boss Rod Prosser is on board; Impact.com CEO Adam Furness openly admits to getting things wrong in the past – costing him his job at Southern Cross Austereo – and says forty-something white men like him “are the problem” and need to become part of the solution. Now industry gender initiative, Fck The Cupcakes, wants more men – and brands – to do the right thing, and are holding the door open for blokes to enter the room.

Fear and loathing: Women need men to get ‘casual sexism’ – but they’ve been scared off: How Australia’s agencies, media and brands are trying to re-engage disengaged blokes (if we can call them that)

Men are scared and lost in the push for gender equality – they don’t even know if it’s okay to hold the door open any more. As a result, men are disengaging from the gender quality debate, progress is stuttering and women are worried. Hence a month ahead of International Women’s Day, an alliance of Australian publishers, agencies and brands are calling on men to “be the change-makers”. Otherwise women are “just talking to themselves” as their would-be allies – men - muzzle themselves for fear of saying the wrong thing. 10 ViacomCBS sales boss Rod Prosser is on board; Impact.com CEO Adam Furness openly admits to getting things wrong in the past – costing him his job at Southern Cross Austereo – and says forty-something white men like him “are the problem” and need to become part of the solution. Now industry gender initiative, Fck The Cupcakes, wants more men – and brands – to do the right thing, and are holding the door open for blokes to enter the room.

50:27

EP181 - S1

7 Feb 22

Showing the C-suite how budget decisions impact growth: How ME Bank, Samsung and CUB marketers sharpened MROI to shift metrics, move the needle, defend spend

Quantifying marketing return on investment, or MROI, has long been hit and miss. But now marketers are using cloud-powered dynamic econometric models to show CEOs and CFOs their marketing investments are driving business results – and to spell out the declines that would occur if they were to cut marketing budgets. Meanwhile, as digital marketers’ ability to track people using cookies and online identifiers is removed by platforms and regulators, the ability to perform faster media mix modelling (MMM) is rapidly climbing the CMO agenda. Which is why Mutiny’s WarChest platform is being deployed by the likes of Samsung, Bank of Queensland Group and CUB. The brands are making more informed marketing investments as a result – and shifting how they think about customer acquisition. Bank Of Queensland Group’s Melody Townsend, Samsung’s Carl Bunn and CUB’s Megan Quinn unpack how MROI is moving the needle.

Showing the C-suite how budget decisions impact growth: How ME Bank, Samsung and CUB marketers sharpened MROI to shift metrics, move the needle, defend spend

Quantifying marketing return on investment, or MROI, has long been hit and miss. But now marketers are using cloud-powered dynamic econometric models to show CEOs and CFOs their marketing investments are driving business results – and to spell out the declines that would occur if they were to cut marketing budgets. Meanwhile, as digital marketers’ ability to track people using cookies and online identifiers is removed by platforms and regulators, the ability to perform faster media mix modelling (MMM) is rapidly climbing the CMO agenda. Which is why Mutiny’s WarChest platform is being deployed by the likes of Samsung, Bank of Queensland Group and CUB. The brands are making more informed marketing investments as a result – and shifting how they think about customer acquisition. Bank Of Queensland Group’s Melody Townsend, Samsung’s Carl Bunn and CUB’s Megan Quinn unpack how MROI is moving the needle.

50:22

EP180 - S1

4 Feb 22

High speed weapons, subs and warships: Once-secretive defence industry turns to marketing - consumer, B2B, brand, voters and government - to win lucrative contracts. What changed?

The battleground for multi-billion dollar defence contracts building high-speed weapons, armoured vehicles and submarines was once a classified world. But over the past decade, something curious has happened: Defence contractors increasingly need to build brand campaigns and need to reach very public audiences to do so. Two very big and expensive projects over the past decade – the now shelved French submarines contract and the ‘future frigates’ project – illustrate the change. Former BAE Systems exec and Chandran Thinc founder Chandran Vigneswaran and Tory Shepherd, a journalist at The Guardian, explore how recent bids have lured top marketers, and leveraged social media, journalists and mainstream ads to reach the right audiences.

High speed weapons, subs and warships: Once-secretive defence industry turns to marketing - consumer, B2B, brand, voters and government - to win lucrative contracts. What changed?

The battleground for multi-billion dollar defence contracts building high-speed weapons, armoured vehicles and submarines was once a classified world. But over the past decade, something curious has happened: Defence contractors increasingly need to build brand campaigns and need to reach very public audiences to do so. Two very big and expensive projects over the past decade – the now shelved French submarines contract and the ‘future frigates’ project – illustrate the change. Former BAE Systems exec and Chandran Thinc founder Chandran Vigneswaran and Tory Shepherd, a journalist at The Guardian, explore how recent bids have lured top marketers, and leveraged social media, journalists and mainstream ads to reach the right audiences.

39:09

EP179 - S1

31 Jan 22

Iconic no more: Why former CMO Alexander Meyer left The Iconic for Canada’s oldest retailer; creativity now trumps ‘table stakes’ digital marketing for competitive advantage

Few have been as deeply involved as a marketing practitioner through the digital marketing boom of the past 20 years as Alexander Meyer, the former CMO at pureplay retailer The Iconic. But the targeting tools digital marketers have been using are fast hitting walls  – think cookies and the mass harvesting of user intent signals. Data and tech are just standard tools today - the biggest business differentiator, says Meyer, is a swing back to creativity. Meyer, born in Communist East Germany before the Berlin Wall fell in 1989, has moved to Canada to take up a role at The Bay, the new digital-first retail play by The Hudson’s Bay Company. Digital “pureplays won the battle”, Meyer says, but “omni retailers will win the war”. This is the most exciting retail tech platform in the world right now, he reckons. He also says marketing can 'save the world' - but it needs radically new DNA.

Iconic no more: Why former CMO Alexander Meyer left The Iconic for Canada’s oldest retailer; creativity now trumps ‘table stakes’ digital marketing for competitive advantage

Few have been as deeply involved as a marketing practitioner through the digital marketing boom of the past 20 years as Alexander Meyer, the former CMO at pureplay retailer The Iconic. But the targeting tools digital marketers have been using are fast hitting walls  – think cookies and the mass harvesting of user intent signals. Data and tech are just standard tools today - the biggest business differentiator, says Meyer, is a swing back to creativity. Meyer, born in Communist East Germany before the Berlin Wall fell in 1989, has moved to Canada to take up a role at The Bay, the new digital-first retail play by The Hudson’s Bay Company. Digital “pureplays won the battle”, Meyer says, but “omni retailers will win the war”. This is the most exciting retail tech platform in the world right now, he reckons. He also says marketing can 'save the world' - but it needs radically new DNA.

01:04:22

EP178 - S1

24 Jan 22

How Ben Liebmann, an Australian media guy, ended up COO at Noma, the world’s best restaurant – and now has streaming platforms coming back for seconds

You probably know Noma in Copenhagen is officially the world’s best restaurant. What you probably didn't know is that its Chief Operating Officer is an Australian called Ben Liebmann, the media guy who brought the acclaimed Noma pop up restaurant to Sydney's Barangaroo six years ago with Tourism Australia. You also probably wouldn't know that Liebmann was handpicked by Elizabeth Murdoch a decade ago to create Shine 360, the commercial arm of her production business, to run rights management, sponsorship, brand integration and consumer products. Shine's Master Chef ended up becoming a $700 million beast from sponsorship deals, consumer products such as pots and pans, book sales events and the rest. At Noma, Liebmann is working with the real master chef in Noma founder René Redzepi, who is eschewing the well-worn path of licensed restaurants or Gordon Ramsay style entertainment shows. Instead, they have built a different kind of media unit, with shows now being picked-up by a global streaming giant. And it may be that Liebmann is heading back to Australia permanently to expand the business. Suffice to say Mi3 listeners are in for a veritable feast of creativity, growth and a hunger for more.

How Ben Liebmann, an Australian media guy, ended up COO at Noma, the world’s best restaurant – and now has streaming platforms coming back for seconds

You probably know Noma in Copenhagen is officially the world’s best restaurant. What you probably didn't know is that its Chief Operating Officer is an Australian called Ben Liebmann, the media guy who brought the acclaimed Noma pop up restaurant to Sydney's Barangaroo six years ago with Tourism Australia. You also probably wouldn't know that Liebmann was handpicked by Elizabeth Murdoch a decade ago to create Shine 360, the commercial arm of her production business, to run rights management, sponsorship, brand integration and consumer products. Shine's Master Chef ended up becoming a $700 million beast from sponsorship deals, consumer products such as pots and pans, book sales events and the rest. At Noma, Liebmann is working with the real master chef in Noma founder René Redzepi, who is eschewing the well-worn path of licensed restaurants or Gordon Ramsay style entertainment shows. Instead, they have built a different kind of media unit, with shows now being picked-up by a global streaming giant. And it may be that Liebmann is heading back to Australia permanently to expand the business. Suffice to say Mi3 listeners are in for a veritable feast of creativity, growth and a hunger for more.

37:13

EP177 - S1

29 Nov 21

B2B’s great tension: Lead gen v brand building, why tech hardware firms and DocuSign are racing to brand and Zenith’s Nickie Scriven on lifting B2B cut-through, webinar overload

There’s been a dramatic shift in B2B marketing over the past 18 months. B2B marketers have slowly clocked on that they over-invested in performance marketing tactics and hadn’t seen the long-term growth they expected. For tech hardware firms, global supply chain issues have meant they’ve had no choice but to try brand – there’s little to sell. “We’re definitely seeing this swing away from your heavy focus on that lower funnel activity,” says LinkedIn’s Prue Cox. DocuSign, a cloud-based e-signature platform, is a case in point. It boomed through Covid and has just launched a brand campaign with influencers like Boost Juice’s Janine Allis and former Nine host Jules Lund. CMO Andrea Dixon says DocuSign had to pivot from B2B to “business to everyone” – virtually overnight. Meanwhile, Zenith Media CEO Nickie Scriven reckons there’s a real opportunity for B2B firms to lift their cut-through on lead gen. “I get at least 20 (emails) a day and I just delete every single one of them,” she says.

B2B’s great tension: Lead gen v brand building, why tech hardware firms and DocuSign are racing to brand and Zenith’s Nickie Scriven on lifting B2B cut-through, webinar overload

There’s been a dramatic shift in B2B marketing over the past 18 months. B2B marketers have slowly clocked on that they over-invested in performance marketing tactics and hadn’t seen the long-term growth they expected. For tech hardware firms, global supply chain issues have meant they’ve had no choice but to try brand – there’s little to sell. “We’re definitely seeing this swing away from your heavy focus on that lower funnel activity,” says LinkedIn’s Prue Cox. DocuSign, a cloud-based e-signature platform, is a case in point. It boomed through Covid and has just launched a brand campaign with influencers like Boost Juice’s Janine Allis and former Nine host Jules Lund. CMO Andrea Dixon says DocuSign had to pivot from B2B to “business to everyone” – virtually overnight. Meanwhile, Zenith Media CEO Nickie Scriven reckons there’s a real opportunity for B2B firms to lift their cut-through on lead gen. “I get at least 20 (emails) a day and I just delete every single one of them,” she says.

38:13

EP176 - S1

25 Nov 21

Behavioural economics? What 23 fierce auto rivals did together to make 3 million car owners do something they didn’t want to

In 2018 Australian carmakers were collectively rattled. The consumer and competition regulator, the ACCC, dropped a bombshell on the auto industry in the form of the biggest mandatory product recall ever in Australia – 4.1 million faulty and potentially deadly Takata airbags in more than 3 million vehicles had to be replaced. The problem? Car owners were apathetic and entirely disinterested. Here’s how 23 car brands joined forces to head-off hefty ACCC penalties and deployed a media strategy that got spooked automakers to a 99.9% success rate. And a happy ACCC.

Behavioural economics? What 23 fierce auto rivals did together to make 3 million car owners do something they didn’t want to

In 2018 Australian carmakers were collectively rattled. The consumer and competition regulator, the ACCC, dropped a bombshell on the auto industry in the form of the biggest mandatory product recall ever in Australia – 4.1 million faulty and potentially deadly Takata airbags in more than 3 million vehicles had to be replaced. The problem? Car owners were apathetic and entirely disinterested. Here’s how 23 car brands joined forces to head-off hefty ACCC penalties and deployed a media strategy that got spooked automakers to a 99.9% success rate. And a happy ACCC.

31:31

EP175 - S1

22 Nov 21

‘Yahoo is back’: new owners, 5m Aussie emails, a powering AR creative studio, digital publishing, DSPs, SSPs and ‘community gardens’, not walled’

Yahoo’s new owners in Apollo Funds Management are backing Yahoo to the max – and the business is bolting. One of the earliest internet platforms is an entirely different beast today but what is Yahoo? Better question: ‘What isn’tYahoo?’ US giant Verizon sold the company to Apollo for $5 billion earlier this year and it’s been unleashed. Yahoo’s a search company, a digital publisher, a creative agency,  a demand- and a sell-side platform used by at least 20 local publishers, an email service used by five million Australians, and a specialist in the emerging market of Augmented, Virtual, and Mixed Reality (AR, VR and MR). “Yahoo is back,” Rachel Page, Yahoo’s GM of Sales, says. And while the Googles and Facebooks of the world are building soaring walls around their products, data and tech, Yahoo has taken a different approach: the community garden. Walled gardens have “some inherent challenges”, Vice President ANZ Paul Sigaloff says. “At Yahoo, it’s a very different approach. It’s about flexibility and collaboration.”

‘Yahoo is back’: new owners, 5m Aussie emails, a powering AR creative studio, digital publishing, DSPs, SSPs and ‘community gardens’, not walled’

Yahoo’s new owners in Apollo Funds Management are backing Yahoo to the max – and the business is bolting. One of the earliest internet platforms is an entirely different beast today but what is Yahoo? Better question: ‘What isn’tYahoo?’ US giant Verizon sold the company to Apollo for $5 billion earlier this year and it’s been unleashed. Yahoo’s a search company, a digital publisher, a creative agency,  a demand- and a sell-side platform used by at least 20 local publishers, an email service used by five million Australians, and a specialist in the emerging market of Augmented, Virtual, and Mixed Reality (AR, VR and MR). “Yahoo is back,” Rachel Page, Yahoo’s GM of Sales, says. And while the Googles and Facebooks of the world are building soaring walls around their products, data and tech, Yahoo has taken a different approach: the community garden. Walled gardens have “some inherent challenges”, Vice President ANZ Paul Sigaloff says. “At Yahoo, it’s a very different approach. It’s about flexibility and collaboration.”

38:22

EP174 - S1

18 Nov 21

NRMA brand was ‘tanking’: Why Brent Smart and The Monkeys won the 2021 Grand Effie: $300m lift in brand value after four years investing 70% of budget in brand over performance; competitors treating customers as ‘fools’

NRMA Insurance was “tanking” before IAG CMO Brent Smart returned from New York and appointed Accenture’s The Monkeys, without a pitch, in an early Australian textbook execution of Les Binet and Peter Field’s work around the business impact of investing long-term in brand. Smart went further but was unwavering from the get-go – as were The Monkeys - about returning to “HELP" in late 2017, according to a redacted entry submission to the Effies seen by Mi3. A series of brand-led campaigns, spearheaded by The Monkeys, took out the Advertising Council’s Grand Effie Award last month for returning the ailing insurance company to category-leading growth. But just how bad were things at NRMA Insurance, and how and why did they return to a 20-year-old idea? Smart and The Monkeys’ CEO Mark Green and Chief Strategy Officer Fabio Buresti get brutally honest.  

NRMA brand was ‘tanking’: Why Brent Smart and The Monkeys won the 2021 Grand Effie: $300m lift in brand value after four years investing 70% of budget in brand over performance; competitors treating customers as ‘fools’

NRMA Insurance was “tanking” before IAG CMO Brent Smart returned from New York and appointed Accenture’s The Monkeys, without a pitch, in an early Australian textbook execution of Les Binet and Peter Field’s work around the business impact of investing long-term in brand. Smart went further but was unwavering from the get-go – as were The Monkeys - about returning to “HELP" in late 2017, according to a redacted entry submission to the Effies seen by Mi3. A series of brand-led campaigns, spearheaded by The Monkeys, took out the Advertising Council’s Grand Effie Award last month for returning the ailing insurance company to category-leading growth. But just how bad were things at NRMA Insurance, and how and why did they return to a 20-year-old idea? Smart and The Monkeys’ CEO Mark Green and Chief Strategy Officer Fabio Buresti get brutally honest.  

45:01

EP173 - S1

15 Nov 21

Why Accenture Strategy’s Stijn De Vriendt left to lead Tightrope, RyanCap’s boutique strategy play targeting mature mid-tier and high growth scale-ups

Most Australian mid-size businesses and up in Australia have hired very smart consultants, developed new business strategies and growth plans … and then seen most or all of the work shelved. “It’s about 90 per cent opportunity, 10 per cent frustration,” says Tightrope’s Managing Director Stijn De Vriendt, the former Strategy Director at Accenture Strategy. Tightrope is RyanCap’s new boutique strategy consultancy, which has a sweet spot positioned just below the big end of consulting and strategy advisors like Bain, McKinsey, Accenture and the big four audit and consulting giants. Typically they’re too big – and perhaps too expensive - for mature mid-tier companies grappling with business transformation programs and high-growth scale-up companies needing to go to the next level but lacking the internal horsepower to get there. Tightrope is pulling the best attributes from agencies and consulting firms to target digital pureplays – aka “the disruptors” – and helping them scale, as well as legacy bricks and mortar businesses – aka “the disrupted” – to help them go digital. But instead of just writing a report and leaving, Tightrope wants to do more. “We don’t just stop at strategy,” De Vriendt says. “We want to go beyond and develop prototypes, test those with customers, and help a client get ready to actually scale.” And Tightrope says the balancing act is already working.

Why Accenture Strategy’s Stijn De Vriendt left to lead Tightrope, RyanCap’s boutique strategy play targeting mature mid-tier and high growth scale-ups

Most Australian mid-size businesses and up in Australia have hired very smart consultants, developed new business strategies and growth plans … and then seen most or all of the work shelved. “It’s about 90 per cent opportunity, 10 per cent frustration,” says Tightrope’s Managing Director Stijn De Vriendt, the former Strategy Director at Accenture Strategy. Tightrope is RyanCap’s new boutique strategy consultancy, which has a sweet spot positioned just below the big end of consulting and strategy advisors like Bain, McKinsey, Accenture and the big four audit and consulting giants. Typically they’re too big – and perhaps too expensive - for mature mid-tier companies grappling with business transformation programs and high-growth scale-up companies needing to go to the next level but lacking the internal horsepower to get there. Tightrope is pulling the best attributes from agencies and consulting firms to target digital pureplays – aka “the disruptors” – and helping them scale, as well as legacy bricks and mortar businesses – aka “the disrupted” – to help them go digital. But instead of just writing a report and leaving, Tightrope wants to do more. “We don’t just stop at strategy,” De Vriendt says. “We want to go beyond and develop prototypes, test those with customers, and help a client get ready to actually scale.” And Tightrope says the balancing act is already working.

31:02

EP172 - S1

11 Nov 21

Advertising Hall of Fame: Sarah Barclay, Faie Davis first two Australian women inductees ever with tales of inventing Singapore Girl, blokes doing feminine hygiene, badly; Warren Brown reveals a fateful moment with Brad Pitt

Advertising legends Faie Davis and Sarah Barclay, creators of iconic ads from Yellow Pages’ “Not Happy Jan” to Singapore Airlines’ Singapore Girl have been inducted into the AWARD Advertising Hall of Fame. They’re the first two women ever to have made the list, even an agency – The Campaign Palace – was inducted before a woman made the hallowed halls. Joining them on the podium is Warren Brown, co-founder of BMF, crafter of brilliant ideas and raconteur extraordinaire – even with 20 per cent of his brain hacked out after a stroke. Here’s some fabulous tales and instructive views on the state of advertising today.

Advertising Hall of Fame: Sarah Barclay, Faie Davis first two Australian women inductees ever with tales of inventing Singapore Girl, blokes doing feminine hygiene, badly; Warren Brown reveals a fateful moment with Brad Pitt

Advertising legends Faie Davis and Sarah Barclay, creators of iconic ads from Yellow Pages’ “Not Happy Jan” to Singapore Airlines’ Singapore Girl have been inducted into the AWARD Advertising Hall of Fame. They’re the first two women ever to have made the list, even an agency – The Campaign Palace – was inducted before a woman made the hallowed halls. Joining them on the podium is Warren Brown, co-founder of BMF, crafter of brilliant ideas and raconteur extraordinaire – even with 20 per cent of his brain hacked out after a stroke. Here’s some fabulous tales and instructive views on the state of advertising today.

01:20:38

EP171 - S1

8 Nov 21

Network 10 grew Big Bash cricket by 370% in its first year, says A-Leagues will go bigger; touts ‘incredibly valuable’ ad spots in Paramount+ games

When the Big Bash League started on Network 10 in 2013, it was, well, not very big. But its audience skyrocketed by 370 per cent in the first year alone. “We know how to take a sport, bring it into the free to air landscape and grow it even bigger,” says Nick Bower, Sport Sales Director from 10 ViacomCBS. The network plans to do more of the same with the A-Leagues, and is adding the first ad slots to new streaming service Paramount+ to entice advertisers. “The only way to get access to that incredibly valuable and rich audience within that streaming service is through our football coverage,” Bower says. Ant Hearne, A-Leagues’ Chief Commercial Officer, reckons the challenge is one of conversion: There are 8 million football fans in Australia, but viewers compare the standard to the “incomparable” leagues in Europe. “The conversation has got more into what we’re not, rather than what we are,” he says – but he’s out to change all that.

Network 10 grew Big Bash cricket by 370% in its first year, says A-Leagues will go bigger; touts ‘incredibly valuable’ ad spots in Paramount+ games

When the Big Bash League started on Network 10 in 2013, it was, well, not very big. But its audience skyrocketed by 370 per cent in the first year alone. “We know how to take a sport, bring it into the free to air landscape and grow it even bigger,” says Nick Bower, Sport Sales Director from 10 ViacomCBS. The network plans to do more of the same with the A-Leagues, and is adding the first ad slots to new streaming service Paramount+ to entice advertisers. “The only way to get access to that incredibly valuable and rich audience within that streaming service is through our football coverage,” Bower says. Ant Hearne, A-Leagues’ Chief Commercial Officer, reckons the challenge is one of conversion: There are 8 million football fans in Australia, but viewers compare the standard to the “incomparable” leagues in Europe. “The conversation has got more into what we’re not, rather than what we are,” he says – but he’s out to change all that.

39:00

EP170 - S1

4 Nov 21

De-identified data is no longer enough: Brands, publishers and media supply chain face fundamental changes as Australia’s privacy regulators go harder than GDPR; status quo upended for tracking, targeting and consent

The definition of what counts as personal information is set to change in Australia – with online identifiers even down to geolocation under review, alongside use of loyalty and credit card data – while the very definition of consumer consent is being primed for change by privacy lawmakers and enforcers. The upshot is that the fundamentals that have underpinned digital advertising’s tracking and targeting capabilities may be culled or significantly curtailed – and data privacy experts think Australia’s rules are set to be tighter than GDPR. Meanwhile, those that flout incoming law changes may find themselves open to class actions as well as regulatory punishment.  Lauren Solomon, CEO of the Consumer Policy Research Centre, former deputy New South Wales Privacy Commissioner Anna Johnston, Peter Leonard, professor of practice at UNSW's Business School, and Guardian MD, Dan Stinton, unpack what’s coming down the track for Australian brands, publishers, tech platforms and the media supply chain.

De-identified data is no longer enough: Brands, publishers and media supply chain face fundamental changes as Australia’s privacy regulators go harder than GDPR; status quo upended for tracking, targeting and consent

The definition of what counts as personal information is set to change in Australia – with online identifiers even down to geolocation under review, alongside use of loyalty and credit card data – while the very definition of consumer consent is being primed for change by privacy lawmakers and enforcers. The upshot is that the fundamentals that have underpinned digital advertising’s tracking and targeting capabilities may be culled or significantly curtailed – and data privacy experts think Australia’s rules are set to be tighter than GDPR. Meanwhile, those that flout incoming law changes may find themselves open to class actions as well as regulatory punishment.  Lauren Solomon, CEO of the Consumer Policy Research Centre, former deputy New South Wales Privacy Commissioner Anna Johnston, Peter Leonard, professor of practice at UNSW's Business School, and Guardian MD, Dan Stinton, unpack what’s coming down the track for Australian brands, publishers, tech platforms and the media supply chain.

40:50

EP169 - S1

1 Nov 21

Editors at The Age, The Australian, The Herald and The West Australian on where audiences have shifted post-Covid – and the rich pools advertisers should be fishing in

In the middle of a global pandemic, the Sydney Morning Herald and The Age watched lifestyle content numbers boom. They dropped the quantity and boosted the quality of non-news content, embraced newsletters, and it paid off in spades. “The top of the homepage can be so grim,” Executive Editor Tory Maguire says. “But if we present [other content] properly to our audience, they’re really engaging with it.” The Australia’s editor, Michelle Gunn, saw the same. “People yearned for lifestyle content, rich storytelling, stories which took them away,” she says. “We saw a strong move towards weekends.” The West Australian saw a surge in readers, but also for its late TV show and morning radio audiences. “Some of the numbers we were seeing during live streaming of press conferences would rival traditional TV and traditional radio,” says Editor in Chief Anthony De Ceglie. All of which presents advertisers with new options now Australia is opening up.

Editors at The Age, The Australian, The Herald and The West Australian on where audiences have shifted post-Covid – and the rich pools advertisers should be fishing in

In the middle of a global pandemic, the Sydney Morning Herald and The Age watched lifestyle content numbers boom. They dropped the quantity and boosted the quality of non-news content, embraced newsletters, and it paid off in spades. “The top of the homepage can be so grim,” Executive Editor Tory Maguire says. “But if we present [other content] properly to our audience, they’re really engaging with it.” The Australia’s editor, Michelle Gunn, saw the same. “People yearned for lifestyle content, rich storytelling, stories which took them away,” she says. “We saw a strong move towards weekends.” The West Australian saw a surge in readers, but also for its late TV show and morning radio audiences. “Some of the numbers we were seeing during live streaming of press conferences would rival traditional TV and traditional radio,” says Editor in Chief Anthony De Ceglie. All of which presents advertisers with new options now Australia is opening up.

43:52

EP168 - S1

28 Oct 21

Marketing Academy CEO Sherilyn Shackell: CMOs more powerful post-pandemic but stretched to limits; agencies must stem talent blood loss to survive

Marketers have been smashed by the pandemic – but have emerged more powerful, with much bigger, broader remits, according to The Marketing Academy CEO, Sherilyn Shackell. The Academy has spoken with thousands of marketers over the last 18 months and finds greater numbers are becoming board members and CEOs. But they must now carry even greater weight under broader demands and silo-busting skillset requirements.  Agencies, however, are struggling to stem severe blood loss. Leaders must step up – because their people are burnt out and disillusioned – and new blood is in short supply. Shackell sees more in-housing incoming. Both agencies and brands, she says, underestimate the need for ‘soft’ skills around leadership and staff wellbeing at their peril. “If you don't look after that stuff, you're shafted.” 

Marketing Academy CEO Sherilyn Shackell: CMOs more powerful post-pandemic but stretched to limits; agencies must stem talent blood loss to survive

Marketers have been smashed by the pandemic – but have emerged more powerful, with much bigger, broader remits, according to The Marketing Academy CEO, Sherilyn Shackell. The Academy has spoken with thousands of marketers over the last 18 months and finds greater numbers are becoming board members and CEOs. But they must now carry even greater weight under broader demands and silo-busting skillset requirements.  Agencies, however, are struggling to stem severe blood loss. Leaders must step up – because their people are burnt out and disillusioned – and new blood is in short supply. Shackell sees more in-housing incoming. Both agencies and brands, she says, underestimate the need for ‘soft’ skills around leadership and staff wellbeing at their peril. “If you don't look after that stuff, you're shafted.” 

37:02

EP167 - S1

25 Oct 21

‘Before you thump the table and expect clients to buy engagement you need to prove it delivers better results’, says Foxtel; Westpac brand chief Jenny Melhuish agrees, but the bank is testing the water

The marketing and media world are rushing to get to market first with engagement metrics – or at least talk about them. But how is that playing out on the ground, and are brands ready? “Before you can go to market and thump the table and expect clients to buy to engagement, you need to be really clear about … the proof that engagement can deliver better results for brands,” says Foxtel Media’s Customer Engagement Director, Toby Dewar. Westpac brand, media and ad chief Jenny Melhuish says the bank is testing engagement and attention-based campaigns but agrees the metrics are yet to catch up with prevailing market sentiment. “The CPM metric is a rational one… we need to believe in the robustness of a metric, and currently, we don’t have a robust metric.” Either way, Saatchi & Saatchi CEO Anthony Gregorio says the creative is vital, whatever metrics people use: “If no-one is paying attention to your message, then it doesn’t really matter how good the media buy is.”

‘Before you thump the table and expect clients to buy engagement you need to prove it delivers better results’, says Foxtel; Westpac brand chief Jenny Melhuish agrees, but the bank is testing the water

The marketing and media world are rushing to get to market first with engagement metrics – or at least talk about them. But how is that playing out on the ground, and are brands ready? “Before you can go to market and thump the table and expect clients to buy to engagement, you need to be really clear about … the proof that engagement can deliver better results for brands,” says Foxtel Media’s Customer Engagement Director, Toby Dewar. Westpac brand, media and ad chief Jenny Melhuish says the bank is testing engagement and attention-based campaigns but agrees the metrics are yet to catch up with prevailing market sentiment. “The CPM metric is a rational one… we need to believe in the robustness of a metric, and currently, we don’t have a robust metric.” Either way, Saatchi & Saatchi CEO Anthony Gregorio says the creative is vital, whatever metrics people use: “If no-one is paying attention to your message, then it doesn’t really matter how good the media buy is.”

44:54

EP166 - S1

21 Oct 21

The $200bn black hole: Marketers wasting a third of budgets by giving agencies crap briefs, don’t even know their strategy is non-existent; here’s the proof and how to fix it

Professor Mark Ritson was right all along: “90 per cent of marketers fail to brief agencies effectively, and their failures begin with a total lack of strategy.” The headline findings of the Better Briefs Project and its research spanning 1,700 marketers and agencies make for grim reading. Marketers don’t even realise their briefs are mostly duds, yet agencies are “screaming for objectives”, according to report co-creators, strategists Pieter-Paul von Weiler and Matt Davies. Unless things improve, marketer tenures – and marketing and advertising’s standing within boardrooms – will continue to decline. But there are some very simple fixes. Applying them promises to repair the marketer-agency disconnect – and deliver advertising that moves the needle. 

The $200bn black hole: Marketers wasting a third of budgets by giving agencies crap briefs, don’t even know their strategy is non-existent; here’s the proof and how to fix it

Professor Mark Ritson was right all along: “90 per cent of marketers fail to brief agencies effectively, and their failures begin with a total lack of strategy.” The headline findings of the Better Briefs Project and its research spanning 1,700 marketers and agencies make for grim reading. Marketers don’t even realise their briefs are mostly duds, yet agencies are “screaming for objectives”, according to report co-creators, strategists Pieter-Paul von Weiler and Matt Davies. Unless things improve, marketer tenures – and marketing and advertising’s standing within boardrooms – will continue to decline. But there are some very simple fixes. Applying them promises to repair the marketer-agency disconnect – and deliver advertising that moves the needle. 

39:19

EP165 - S1

18 Oct 21

Marketers ‘set up for failure’ by arbitrary growth targets and short-term budget boosts, but building a scientific model can get C-suite buy in

How a marketer’s budget is set is often doomed to fail, Pet Circle CMO Jon Wild says. Typically, it stems from a business’s growth target. “There’s an arbitrary increase to marketing spend and you’re told to go hit the target. Typically, you fall short in the first quarter, and it’s death by a thousand cuts for the remainder of the year.” That method is “set up for failure”, he says. Rather, growth should be function of the whole company – with marketing being one factor – working towards those targets. Budgets and spend is the last of eight steps detailed in a new book from Atomic212’s James Dixon and Claire Fenner on how to build an Effective Media System. “The place we want to get to is where we know for every dollar we spend on media, what we’re going to get back out,” Dixon says.

Marketers ‘set up for failure’ by arbitrary growth targets and short-term budget boosts, but building a scientific model can get C-suite buy in

How a marketer’s budget is set is often doomed to fail, Pet Circle CMO Jon Wild says. Typically, it stems from a business’s growth target. “There’s an arbitrary increase to marketing spend and you’re told to go hit the target. Typically, you fall short in the first quarter, and it’s death by a thousand cuts for the remainder of the year.” That method is “set up for failure”, he says. Rather, growth should be function of the whole company – with marketing being one factor – working towards those targets. Budgets and spend is the last of eight steps detailed in a new book from Atomic212’s James Dixon and Claire Fenner on how to build an Effective Media System. “The place we want to get to is where we know for every dollar we spend on media, what we’re going to get back out,” Dixon says.

42:06

EP164 - S1

18 Oct 21

10 ViacomCBS’s Upfronts preview: I’m a Celebrity, Survivor, MasterChef, the streaming shift from primetime ratings to lifetime engagement and ‘feeding the hungry beast’

10 ViacomCBS will headline its 2022 Upfronts by touting its credentials as a more diverse, full-service broadcaster with room to grow and a big hitting content slate straight out of the gates. I’m a Celebrity starts on January 3, with Survivor and MasterChef hot on its heels. After that, “you’re into that pattern of big franchises all year,” says Chief Content Officer Beverley McGarvey. “It’s about consistency, maintaining big brands, but also adding some fresh content and fresh shows.” The network is investing heavily in streaming service Paramount+, which McGarvey admits is “a hungry beast that you need to feed with lots of new shows all the time”. Key to the new 10ViacomCBS offering is its full suite: “Paramount+, 10Play, MTV, Nickelodeon… we don’t run those businesses separately,” Jarrod Villani, Chief Operating and Commercial Officer, says. “Bev and I have oversight over all of those businesses.”

10 ViacomCBS’s Upfronts preview: I’m a Celebrity, Survivor, MasterChef, the streaming shift from primetime ratings to lifetime engagement and ‘feeding the hungry beast’

10 ViacomCBS will headline its 2022 Upfronts by touting its credentials as a more diverse, full-service broadcaster with room to grow and a big hitting content slate straight out of the gates. I’m a Celebrity starts on January 3, with Survivor and MasterChef hot on its heels. After that, “you’re into that pattern of big franchises all year,” says Chief Content Officer Beverley McGarvey. “It’s about consistency, maintaining big brands, but also adding some fresh content and fresh shows.” The network is investing heavily in streaming service Paramount+, which McGarvey admits is “a hungry beast that you need to feed with lots of new shows all the time”. Key to the new 10ViacomCBS offering is its full suite: “Paramount+, 10Play, MTV, Nickelodeon… we don’t run those businesses separately,” Jarrod Villani, Chief Operating and Commercial Officer, says. “Bev and I have oversight over all of those businesses.”

34:13

EP163 - S1

14 Oct 21

Apple turned-over: How Dell pulled out of price wars to go premium with a massive brand push, smashed sales and made a hero of marketing in the process

Dell tops US$94 billion in revenues, but it had been in a perpetual street fight on pricing for years and was losing margin with brand health metrics flatlining. With a new premium push it went large on brand, inviting Australia’s publishers to pitch their ideas. Around 150 publishers turned up, the response blowing away marketing boss Arjun Dueskar. Opting to go with 10ViacomCBS and MediaCom, the results have been “phenomenal” with double-digit growth continuing quarter on quarter since the start of 2020 and brand metrics rocketing. Now marketing is getting all the plaudits – and board backing to go harder on brand investment. 

Apple turned-over: How Dell pulled out of price wars to go premium with a massive brand push, smashed sales and made a hero of marketing in the process

Dell tops US$94 billion in revenues, but it had been in a perpetual street fight on pricing for years and was losing margin with brand health metrics flatlining. With a new premium push it went large on brand, inviting Australia’s publishers to pitch their ideas. Around 150 publishers turned up, the response blowing away marketing boss Arjun Dueskar. Opting to go with 10ViacomCBS and MediaCom, the results have been “phenomenal” with double-digit growth continuing quarter on quarter since the start of 2020 and brand metrics rocketing. Now marketing is getting all the plaudits – and board backing to go harder on brand investment. 

35:33

EP162 - S1

11 Oct 21

‘Perfect storm’ of tech, e-commerce and household savings growth means brands are about to hit pay dirt, say Coles CMO Lisa Ronson, Seven’s David Koch, Kurt Burnette

The QR code was once the daggy tech no-one wanted - but it’s now back, and even David “Kochie” Koch’s 87-year-old mother is using them. Five years of e-commerce development has been squeezed into the past 18 months, and Aussies haven’t been able to spend their money in lockdowns. “The economy is going to come out with a vengeance,” Koch, the host of Seven’s Sunrise and Pinstripe Media chair, says. People have money and they want to spend it. Forward bookings with Seven are “extraordinary”, Chief Revenue Officer Kurt Burnette says. “71 per cent of connected TV viewers use their mobile to look up related content… the time between being inspired and purchasing is shrinking,” he says. “All of these trends that are happening are making this the perfect storm.” Coles CMO Lisa Ronson says e-commerce sales have soared – and they don’t expect them to slow. Brands that aren’t ready will be left behind.

‘Perfect storm’ of tech, e-commerce and household savings growth means brands are about to hit pay dirt, say Coles CMO Lisa Ronson, Seven’s David Koch, Kurt Burnette

The QR code was once the daggy tech no-one wanted - but it’s now back, and even David “Kochie” Koch’s 87-year-old mother is using them. Five years of e-commerce development has been squeezed into the past 18 months, and Aussies haven’t been able to spend their money in lockdowns. “The economy is going to come out with a vengeance,” Koch, the host of Seven’s Sunrise and Pinstripe Media chair, says. People have money and they want to spend it. Forward bookings with Seven are “extraordinary”, Chief Revenue Officer Kurt Burnette says. “71 per cent of connected TV viewers use their mobile to look up related content… the time between being inspired and purchasing is shrinking,” he says. “All of these trends that are happening are making this the perfect storm.” Coles CMO Lisa Ronson says e-commerce sales have soared – and they don’t expect them to slow. Brands that aren’t ready will be left behind.

39:27

EP161 - S1

7 Oct 21

Part 2: Cheat’s guide to the ACCC’s final Digital Advertising Services report - the six recommendations unpacked

The second and final episode in our two-part series breaks down five of the six recommendations in the ACCC report to the Federal government on the Digital Advertising Services inquiry – the first recommendation was covered in Part 1 yesterday. On the mics again today for the follow up are Peter Leonard, Professor of Practice at UNSW Business School, advisor at law firm Gilbert + Tobin and principal of Data Strategies; Gai Le Roy, CEO at the IAB; Dan Stinton, Managing Director at The Guardian Australia and Kristiaan Kroon, Chief Investment Officer at OMG. Buckle in because as our experts say in this two-part series, apathy won’t work for the industry this time. It's no time to ignore the regulators.   

Part 2: Cheat’s guide to the ACCC’s final Digital Advertising Services report - the six recommendations unpacked

The second and final episode in our two-part series breaks down five of the six recommendations in the ACCC report to the Federal government on the Digital Advertising Services inquiry – the first recommendation was covered in Part 1 yesterday. On the mics again today for the follow up are Peter Leonard, Professor of Practice at UNSW Business School, advisor at law firm Gilbert + Tobin and principal of Data Strategies; Gai Le Roy, CEO at the IAB; Dan Stinton, Managing Director at The Guardian Australia and Kristiaan Kroon, Chief Investment Officer at OMG. Buckle in because as our experts say in this two-part series, apathy won’t work for the industry this time. It's no time to ignore the regulators.   

39:18

EP160 - S1

5 Oct 21

Part 1: Cheats guide to the ACCC’s final Digital Advertising Services Inquiry - everything explained for marketers, agencies, media and tech

Avoid reading another 200 page ACCC probe with this two-part series on the regulator’s final recommendations to the Federal Government from the Digital Advertising Services Inquiry. Google is squarely in the spotlight but as our panel of industry experts warn, what the ACCC is doing to Google is an early signal for broader industry. In today’s heavyweight line-up: Peter Leonard, Professor of Practice at UNSW Business School, advisor at law firm Gilbert + Tobin and Principal at Data Strategies; Dan Stinton, Managing Director at The Guardian Australia; Gai Le Roy, CEO at the IAB and Kristiaan Kroon, Chief Investment Officer at OMG. 

Part 1: Cheats guide to the ACCC’s final Digital Advertising Services Inquiry - everything explained for marketers, agencies, media and tech

Avoid reading another 200 page ACCC probe with this two-part series on the regulator’s final recommendations to the Federal Government from the Digital Advertising Services Inquiry. Google is squarely in the spotlight but as our panel of industry experts warn, what the ACCC is doing to Google is an early signal for broader industry. In today’s heavyweight line-up: Peter Leonard, Professor of Practice at UNSW Business School, advisor at law firm Gilbert + Tobin and Principal at Data Strategies; Dan Stinton, Managing Director at The Guardian Australia; Gai Le Roy, CEO at the IAB and Kristiaan Kroon, Chief Investment Officer at OMG. 

27:59

EP159 - S1

4 Oct 21

Australian brands are behind on ESG messaging, but post-Covid TV viewing habits, and booming back catalogues, make for a fast – and sustainable – solution

Consider a few stats: The Discovery Channel, Turbo, TLC and Animal Planet are having their best ratings years – ever. Back catalogue episodes are booming: Video on-demand consumption of Friends is up 103 per cent. Fifty-six per cent of people have watched more food and cooking shows, and 70 per cent of them said they would keep watching more post-lockdowns. New viewing habits are here to stay. Brands with environmental, social and governance (ESG) goals can tap into this by targeting ads to those audiences. “If someone is going to sit down and watch an hour-long documentary on conservation, then they must be interested in that space,” Rebecca Kent, Discovery’s Senior Vice President of Transformation, says. “There’s lots of opportunity, I’m not seeing us capturing it yet.” Tim Christlieb, BBC Studios’ Director of Branded Services, says the era of a hidden sustainability web page are over. Meanwhile, when we’re all on video calls, all we can talk about is what we’re watching, Foxtel Media’s Daniella Serhan says. “We’re making it really easy for… brands to a part of that conversation.”

Australian brands are behind on ESG messaging, but post-Covid TV viewing habits, and booming back catalogues, make for a fast – and sustainable – solution

Consider a few stats: The Discovery Channel, Turbo, TLC and Animal Planet are having their best ratings years – ever. Back catalogue episodes are booming: Video on-demand consumption of Friends is up 103 per cent. Fifty-six per cent of people have watched more food and cooking shows, and 70 per cent of them said they would keep watching more post-lockdowns. New viewing habits are here to stay. Brands with environmental, social and governance (ESG) goals can tap into this by targeting ads to those audiences. “If someone is going to sit down and watch an hour-long documentary on conservation, then they must be interested in that space,” Rebecca Kent, Discovery’s Senior Vice President of Transformation, says. “There’s lots of opportunity, I’m not seeing us capturing it yet.” Tim Christlieb, BBC Studios’ Director of Branded Services, says the era of a hidden sustainability web page are over. Meanwhile, when we’re all on video calls, all we can talk about is what we’re watching, Foxtel Media’s Daniella Serhan says. “We’re making it really easy for… brands to a part of that conversation.”

34:58

EP158 - S1

30 Sep 21

Walking the talk: BWS’ top marketer on how going all out for local booze brands lifted sales 20%, permanently changed its marketing strategy

When Covid hit, BWS went all out to help local suppliers, which already battered by floods and bush fires, faced risk of extinction. BWS ditched its pre-Covid plan and campaign went all out for localism, launching a competition for independent brewers, distillers and winemakers to get stocked across its 1,400 stores, creating a marketing template for local suppliers to lift and getting locals to vote for the brands stores would stock. The new plan “smashed it,” according to Head of Marketing Vanessa Rowed. The retailer had been hoping for a 5 per cent sales increase, but hit 20 per cent, delivering the “highest ROI of any campaign we’ve run”, according to Carat’s Bianca Falloon. As states plot routes out of lockdown, Rowed thinks localism is here to stay. Meanwhile, she says local brands can help solve the supply chain crunch looming large over Australia’s Christmas retail – and says the Covid “sprint” has permanently changed BWS’ marketing strategy. 

Walking the talk: BWS’ top marketer on how going all out for local booze brands lifted sales 20%, permanently changed its marketing strategy

When Covid hit, BWS went all out to help local suppliers, which already battered by floods and bush fires, faced risk of extinction. BWS ditched its pre-Covid plan and campaign went all out for localism, launching a competition for independent brewers, distillers and winemakers to get stocked across its 1,400 stores, creating a marketing template for local suppliers to lift and getting locals to vote for the brands stores would stock. The new plan “smashed it,” according to Head of Marketing Vanessa Rowed. The retailer had been hoping for a 5 per cent sales increase, but hit 20 per cent, delivering the “highest ROI of any campaign we’ve run”, according to Carat’s Bianca Falloon. As states plot routes out of lockdown, Rowed thinks localism is here to stay. Meanwhile, she says local brands can help solve the supply chain crunch looming large over Australia’s Christmas retail – and says the Covid “sprint” has permanently changed BWS’ marketing strategy. 

32:20

EP157 - S1

27 Sep 21

‘I invite my CFO to creative pitches’: Pet Circle CMO John Wild says hiring analysts, using data bridges destructive divide between finance and marketing, protects budgets

John Wild, the Chief Marketing Officer for Pet Circle, invites his CFO to creative pitches and hires analysts with better data coding skills than the finance team. Why? So they can understand his job and buy into the creative messaging. “It’s incumbent on you to make [CFOs] your friend,” he says. “Make marketing look and smell very much like a financial output. Suddenly, when it comes to cutting costs, you’re not cutting costs, you’re cutting growth, you’re cutting customers, you’re cutting revenue.” Nicole McInnes, Director of Marketing at WW (formerly Weight Watchers), says she used to have “dark weeks” when she worked at eHarmony – when the time came to review media spend. “There is still a lot of misunderstanding in non-marketing executives on the effectiveness of some channels because they don’t have that data,” she says. Too many marketers don’t understand the basics of media and how to demonstrate media’s value, Atomic212’s James Dixon and Claire Fenner say. So much so, they’ve written a book – quite literally – on the topic.

‘I invite my CFO to creative pitches’: Pet Circle CMO John Wild says hiring analysts, using data bridges destructive divide between finance and marketing, protects budgets

John Wild, the Chief Marketing Officer for Pet Circle, invites his CFO to creative pitches and hires analysts with better data coding skills than the finance team. Why? So they can understand his job and buy into the creative messaging. “It’s incumbent on you to make [CFOs] your friend,” he says. “Make marketing look and smell very much like a financial output. Suddenly, when it comes to cutting costs, you’re not cutting costs, you’re cutting growth, you’re cutting customers, you’re cutting revenue.” Nicole McInnes, Director of Marketing at WW (formerly Weight Watchers), says she used to have “dark weeks” when she worked at eHarmony – when the time came to review media spend. “There is still a lot of misunderstanding in non-marketing executives on the effectiveness of some channels because they don’t have that data,” she says. Too many marketers don’t understand the basics of media and how to demonstrate media’s value, Atomic212’s James Dixon and Claire Fenner say. So much so, they’ve written a book – quite literally – on the topic.

53:46

EP156 - S1

23 Sep 21

Attitude adjuster: IPO-bound Australian unicorn SiteMinder CMO plots growth surge as travel rebounds, but says brands, agencies have B2B marketing – and in-housing – all wrong

SiteMinder is likely the biggest Australian tech company you’ve never heard of. The $1.1billion hotel booking system unicorn is headed for an IPO – so that will likely change. But what must also shift is Australia’s attitude to B2B marketing as the boring, rational sibling to B2C, says CMO Mark Renshaw. It’s where the smart money is headed, Renshaw reckons, and can teach FMCG marketers everything they need to know about going direct-to-consumer. Meanwhile, the former Leo Burnett Chief Digital Officer says in-housing is where it’s at – and that media and marketing guns can get a far “deeper” business education sitting within brand teams than agencies. He’s bucking the holdco consolidation model and working with specialists instead, and thinks ANZ’s top talent need no longer head oversees to pick up experience with global giants; the local tech scene provides far more opportunity to drive change than taking instructions from global HQ. 

Attitude adjuster: IPO-bound Australian unicorn SiteMinder CMO plots growth surge as travel rebounds, but says brands, agencies have B2B marketing – and in-housing – all wrong

SiteMinder is likely the biggest Australian tech company you’ve never heard of. The $1.1billion hotel booking system unicorn is headed for an IPO – so that will likely change. But what must also shift is Australia’s attitude to B2B marketing as the boring, rational sibling to B2C, says CMO Mark Renshaw. It’s where the smart money is headed, Renshaw reckons, and can teach FMCG marketers everything they need to know about going direct-to-consumer. Meanwhile, the former Leo Burnett Chief Digital Officer says in-housing is where it’s at – and that media and marketing guns can get a far “deeper” business education sitting within brand teams than agencies. He’s bucking the holdco consolidation model and working with specialists instead, and thinks ANZ’s top talent need no longer head oversees to pick up experience with global giants; the local tech scene provides far more opportunity to drive change than taking instructions from global HQ. 

35:33

EP155 - S1

20 Sep 21

David Jones launched a print mag – and it drove double-digit growth across all its digital channels. Now it’s moving more marketing budget

Most publishers are winding down print operations. David Jones is ramping up – since launching a print magazine five years ago it has seen consistent double-digit growth across each of its digital channels. “The customer is overwhelmed with choice,” David Jones Marketing Communications General Manager Georgia Hack says. So the retailer decided to curate and repurpose its existing branded content into print. “Yes, it is a printed magazine, but it also is a blog on our website. It's a pillar in our email content strategy. It's a pillar on social.” And it’s delivering. News Corp’s Managing Director of Commercial Content, Mike Connaghan, says the need for content can be draining. “All marketers face a chasm of content creation,” he said. “They need the content to fill those channels.” Naturally, News has a solution: David Jones works with its content agency Medium Rare, whose group content director Nick Smith says the secret to branded content success comes down to treating the consumer like a human being.

David Jones launched a print mag – and it drove double-digit growth across all its digital channels. Now it’s moving more marketing budget

Most publishers are winding down print operations. David Jones is ramping up – since launching a print magazine five years ago it has seen consistent double-digit growth across each of its digital channels. “The customer is overwhelmed with choice,” David Jones Marketing Communications General Manager Georgia Hack says. So the retailer decided to curate and repurpose its existing branded content into print. “Yes, it is a printed magazine, but it also is a blog on our website. It's a pillar in our email content strategy. It's a pillar on social.” And it’s delivering. News Corp’s Managing Director of Commercial Content, Mike Connaghan, says the need for content can be draining. “All marketers face a chasm of content creation,” he said. “They need the content to fill those channels.” Naturally, News has a solution: David Jones works with its content agency Medium Rare, whose group content director Nick Smith says the secret to branded content success comes down to treating the consumer like a human being.

43:45

EP154 - S1

16 Sep 21

‘Digital is just not going to get you there’: How fintech Superhero binned the start-up playbook, went large on TV and OOH, smashed growth targets – and is only just getting started

Launched by a former stockbroker and Booktopia’s CTO, Australian fintech Superhero has ripped up the start-up playbook and powered to massive growth off the back of out of home and TV. “To create big impact and really reach scale, brand awareness and credibility, fast... digital just is not going to get you there,” says marketing lead Rachel Hopping. With CommSec and the big four banks worried, she and Hardhat’s Dan Monheit are planning the retail investment and superannuation management platform’s next major push. With 12m Australian trading virgins to target, the plan is to go large – with an IPO more than likely.    

‘Digital is just not going to get you there’: How fintech Superhero binned the start-up playbook, went large on TV and OOH, smashed growth targets – and is only just getting started

Launched by a former stockbroker and Booktopia’s CTO, Australian fintech Superhero has ripped up the start-up playbook and powered to massive growth off the back of out of home and TV. “To create big impact and really reach scale, brand awareness and credibility, fast... digital just is not going to get you there,” says marketing lead Rachel Hopping. With CommSec and the big four banks worried, she and Hardhat’s Dan Monheit are planning the retail investment and superannuation management platform’s next major push. With 12m Australian trading virgins to target, the plan is to go large – with an IPO more than likely.    

35:24

EP153 - S1

13 Sep 21

Foxtel: ‘SVOD will replace Pay TV, AVOD will replace linear TV’; Australia must prepare now for the advertising-based video streaming boom taking off in the US – because it’s about to land

Australia’s streaming market is already crowded. There are only so many people who can sign up to Netflix, Stan, Prime, Binge, Kayo and the rest. That’s before you get to affordability issues – and the audiences for advertisers have been dwindling. Enter AVOD: advertising-based video on demand, where users pay less (or nothing) to see fewer ads. “It will allow people to really target their audience in a way they’ve never been able to do before,” says Foxtel board director Mark Kaner. Foxtel Media CEO, Mark Frain, forecasts ad-supported streaming platforms will come to Australia “pretty quickly”. The future, he says, is lower ad loads – viewers won’t stomach 16 minutes per hour – but more innovation. Thirty second, 10 second, and even shorter ads are paying dividends in the US. Now the Australian market has to prepare for launch – and the return of eyeballs.

Foxtel: ‘SVOD will replace Pay TV, AVOD will replace linear TV’; Australia must prepare now for the advertising-based video streaming boom taking off in the US – because it’s about to land

Australia’s streaming market is already crowded. There are only so many people who can sign up to Netflix, Stan, Prime, Binge, Kayo and the rest. That’s before you get to affordability issues – and the audiences for advertisers have been dwindling. Enter AVOD: advertising-based video on demand, where users pay less (or nothing) to see fewer ads. “It will allow people to really target their audience in a way they’ve never been able to do before,” says Foxtel board director Mark Kaner. Foxtel Media CEO, Mark Frain, forecasts ad-supported streaming platforms will come to Australia “pretty quickly”. The future, he says, is lower ad loads – viewers won’t stomach 16 minutes per hour – but more innovation. Thirty second, 10 second, and even shorter ads are paying dividends in the US. Now the Australian market has to prepare for launch – and the return of eyeballs.

41:28

EP152 - S1

9 Sep 21

‘We will recommend clients pull spend from publishers that do not decarbonise’: GroupM Global chief Christian Juhl bids to build new metrics, puts media on notice

Tasked with rewiring WPP’s media arm, GroupM Global CEO Christian Juhl is going a couple of steps further, attempting to redefine buying metrics and pressure suppliers – i.e. media companies, including Facebook and Google – to decarbonise. If media owners don’t play ball, will GroupM pull dollars? “We’ll certainly make that recommendation,” says Juhl. He thinks focusing on bigger, better global outcomes can make advertising a good place to be for agencies, brands and consumers – and the rewards will follow. Meanwhile, he says incoming ANZ boss Aimee Buchanan has pretty much carte blanche to make sure GroupM is top dog locally. Which means dethroning OMG. 

‘We will recommend clients pull spend from publishers that do not decarbonise’: GroupM Global chief Christian Juhl bids to build new metrics, puts media on notice

Tasked with rewiring WPP’s media arm, GroupM Global CEO Christian Juhl is going a couple of steps further, attempting to redefine buying metrics and pressure suppliers – i.e. media companies, including Facebook and Google – to decarbonise. If media owners don’t play ball, will GroupM pull dollars? “We’ll certainly make that recommendation,” says Juhl. He thinks focusing on bigger, better global outcomes can make advertising a good place to be for agencies, brands and consumers – and the rewards will follow. Meanwhile, he says incoming ANZ boss Aimee Buchanan has pretty much carte blanche to make sure GroupM is top dog locally. Which means dethroning OMG. 

45:53

EP151 - S1

6 Sep 21

‘It’s going to change how we plan digital media’: IAB unpacks Australia’s new Ipsos-powered cross media currency, urges patience from buyers, urgency from publishers, but warns size-obsessed mastheads that numbers may fluctuate

Seismic shifts are underway in cross-media audience measurement, and the IAB is preparing for looming turf wars by becoming the one ring to bind them all. It’s axed Nielsen and pulled in Ipsos – and a return to panels – ahead of the end of cookies and incoming privacy changes. The new metric is set to be in market next year, at least in basic form. But in a country where size matters more than most, there will be pain for publishers, especially tagging laggards – even IAB buyer members are telling agencies to cool their boots on what is coming, and when. Meanwhile, there’s work to do on integrating the Iris metric with total TV measurement system, VOZ, not to mention audio, out of home and the rest, while bringing engagement and attention into play. IAB’s Gai Le Roy, Seven’s Nicole Bence, PHD’s Amelia Ward and Ipsos’ Heather White unpack the fundamentals of media measurement’s future. Next year should prove interesting.

‘It’s going to change how we plan digital media’: IAB unpacks Australia’s new Ipsos-powered cross media currency, urges patience from buyers, urgency from publishers, but warns size-obsessed mastheads that numbers may fluctuate

Seismic shifts are underway in cross-media audience measurement, and the IAB is preparing for looming turf wars by becoming the one ring to bind them all. It’s axed Nielsen and pulled in Ipsos – and a return to panels – ahead of the end of cookies and incoming privacy changes. The new metric is set to be in market next year, at least in basic form. But in a country where size matters more than most, there will be pain for publishers, especially tagging laggards – even IAB buyer members are telling agencies to cool their boots on what is coming, and when. Meanwhile, there’s work to do on integrating the Iris metric with total TV measurement system, VOZ, not to mention audio, out of home and the rest, while bringing engagement and attention into play. IAB’s Gai Le Roy, Seven’s Nicole Bence, PHD’s Amelia Ward and Ipsos’ Heather White unpack the fundamentals of media measurement’s future. Next year should prove interesting.

42:41

EP150 - S1

30 Aug 21

Why a ‘360 view of customers’ has been killed off by smarter, four-dimensional marketing technology and conversational AI, and why brands shouldn’t use zombie CRM systems

Shirish Shrinet gets emails sending him offers and tutorials for make-up. There’s just one problem: he’s never worn any. “This is a classic example of customer experience vs customer expectations,” says Shrinet, SAP’s Senior Director in Customer Experience and Data Management. At some stage, because he bought his wife a present, he was categorised as female somewhere behind the scenes. Artificial Intelligence is changing this. Geraldine McBride, Founder and CEO of AI firm MyWave, says retailers need to shift away from: ‘I’m going to tell you what you should be buying or thinking’. “The world is still stuck in the old paradigm of ‘but I’ve got all the data and I can just enrich it’… that isn’t going to be sufficient.”

Why a ‘360 view of customers’ has been killed off by smarter, four-dimensional marketing technology and conversational AI, and why brands shouldn’t use zombie CRM systems

Shirish Shrinet gets emails sending him offers and tutorials for make-up. There’s just one problem: he’s never worn any. “This is a classic example of customer experience vs customer expectations,” says Shrinet, SAP’s Senior Director in Customer Experience and Data Management. At some stage, because he bought his wife a present, he was categorised as female somewhere behind the scenes. Artificial Intelligence is changing this. Geraldine McBride, Founder and CEO of AI firm MyWave, says retailers need to shift away from: ‘I’m going to tell you what you should be buying or thinking’. “The world is still stuck in the old paradigm of ‘but I’ve got all the data and I can just enrich it’… that isn’t going to be sufficient.”

40:29

EP149 - S1

26 Aug 21

'We weren't willing to overpay for Champions League', but Optus' Clive Dickens backs football to drive customer gains - and subscription aggregation play for slice of $4bn market

Optus is backing football (the big game, not the Australian version) to keep delivering customer growth and retention, particularly amongst immigrant Australians – but VP of Product Development for TV and Content, Clive Dickens, says Nine overpaid for the Champions League. He also has a dig at the naysayers at Seven who didn’t think 7plus could be delivered in nine months – including some of his staff, who subsequently left the building. While BVOD is booming, Dickens says display advertising will continue to “hit the floor” and publishers that can make subscription revenue pay will be those left standing. Which is why Optus aims to take a slice of what it forecasts will soon be a $4bn market with an aggregation play. The former SCA and Seven digital supremo thinks SubHub will help set Optus apart from big dog Telstra and the pack of hungry mobile virtual operators trying to nip its heels. But he’s not committing to numbers just yet. 

'We weren't willing to overpay for Champions League', but Optus' Clive Dickens backs football to drive customer gains - and subscription aggregation play for slice of $4bn market

Optus is backing football (the big game, not the Australian version) to keep delivering customer growth and retention, particularly amongst immigrant Australians – but VP of Product Development for TV and Content, Clive Dickens, says Nine overpaid for the Champions League. He also has a dig at the naysayers at Seven who didn’t think 7plus could be delivered in nine months – including some of his staff, who subsequently left the building. While BVOD is booming, Dickens says display advertising will continue to “hit the floor” and publishers that can make subscription revenue pay will be those left standing. Which is why Optus aims to take a slice of what it forecasts will soon be a $4bn market with an aggregation play. The former SCA and Seven digital supremo thinks SubHub will help set Optus apart from big dog Telstra and the pack of hungry mobile virtual operators trying to nip its heels. But he’s not committing to numbers just yet. 

29:18

EP148 - S1

23 Aug 21