Indholdsfortegnelse for Issue 69 2021 i NZ Marketing

Innovation is all around us. From the way we connect with people IRL to buying a pair of shoes virtually; the tools, tech and most importantly tenacity of individuals who are taking society forward is quite mind-blowing. I just have to look to the winners of this year’s TVNZ-NZ Marketing Awards who reflect some of the most talented, future-focused people and brands I’ve come across. Like Wendy’s first of its kind tracking platform ‘Datanator’ used to target specific audiences; ASB’s clever use of the All Blacks; Young Marketer of the Year, Kathlynn Lee’s drive to excel beyond her years; and Mike Hutcheson’s creative vision – all exceptional examples (which there are many) of marketing and marketers who are leading this industry forward. Testament to this, is that these Awards are…

Among the well documented challenges of the pandemic, marketers have also seen some positive impacts with a noticeable focus on to develop better insights into their customers and markets. The impacts have been broad, affecting revenues, culture, staffing levels and future investment plans (particularly where related to traditional media). Investment in new marketing technology, staff and insights also looks set to get a boost in the next 12-24 months. Our survey of marketers sought to understand how the pandemic has impacted their businesses and roles, as well as seek views on what the future may hold. It’s no surprise that marketers have felt the uncertainty of the environment they are operating in. As a result, they are hungry for insights into customers with nearly threequarters (74 percent) saying that the…

A healthy brand is one of the most important assets of a company and is crucial for driving higher levels of buyer consideration, recommendation and trust. Yet, brand health models and tracking programmes haven’t been keeping up with the pace of change. Many focus on current and past successes rather than if a brand has momentum moving forward. The measures of awareness, familiarity, consideration and usage assume a linear framework which worked perfectly in an age where messages were pushed through mass media, and communication was one way. There have been major changes in digital and social interaction, and how consumers engage with brands including greater personalisation. We now see 74 percent of Kiwi’s considering themselves as active social media users, with 61 percent stating that social media helps them…

Ten years ago, the influencer marketing space was limited only to celebrities and a few dedicated bloggers. Fast forward to today, and almost anyone with a few thousands followers could consider themselves an influencer. In definition, influencer marketing is a type of social media marketing that uses endorsements and product mentions from individuals who have a dedicated social following and are viewed as experts within their niche. This method of marketing often works due to the high amount of trust that social influencers have built up with their following. Clare Winterbourn, Founder talent management business Born Bred Talent, says a single influencer can have a greater impact on a larger audience than a billboard. “Influencers pose as a direct line into the hearts and wallets of many, providing an opportunity…

The research finds that brand content operates in deeper ways than traditional media in terms of its impact – to inform, educate, inspire and entertain – and that it can also play a pivotal role in the consumer journey if a brand commits to producing consistently delivered and high quality content. Three major themes were uncovered: 1. BRAND CONTENT PLAYS A PIVOTAL ROLE IN DISCOVERY Today’s customers have heightened demands on their time and attention, and have evolving expectations of their relationships with brands. Brand content is seen to exist within the consumer’s world, rather than acting as a disrupter to their world. Brand content works because consumers are increasingly deliberately discovering brands, products and offers that meet their needs on their own terms. 2. BRAND CONTENT LEADS TO AN…

SPONSORED BY In 2020 the National Collective of Independent Women’s Refuges (NCIWR) successfully challenged the norms of a mass charity appeal, and generated the most donations for Women’s Refuge ever ($4.15 million – a 300 percent YoY increase. All in the context of the most difficult year for the sector and public, thanks to the pandemic. And all this, for a marketing investment of just $100,000 – an impressive ROI of 41:1. NCIWR achieved this impressive result by flipping the traditional charity narrative. The collective chose to not play on people’s consciences or focus on the emotive pull of the problem. Instead, they used positive and upbeat messaging, introducing a practical solution and empowered prospective donors with a sense of agency. Focusing on the transformational difference even a small donation…

THE CHALLENGE The world wide web is a wild place for young people. Home to porn stars, overage groomers, bullies and an ever-expanding universe of inappropriate content, the digital world is just one click away from being a parent’s first nightmare. During lockdown in March 2020, there was an estimated 40 percent surge in the amount of time young people spent online, mostly unsupervised. This heightened the exposure to potential digital harm – without the safety net of school filters. Alongside the drastic change in daily life, this ‘new norm’ had the potential to exacerbate feelings of vulnerability, isolation, depression and anxiety. One of the Department of Internal Affairs’ business goals is to ensure iwi, hapu and communities are safe, resilient and thriving. It has a responsibility to keep Kiwis,…

SPONSORED BY THE CHALLENGE In 2018, active engagement in Flybuys was trending down. Research showed that collecting points for rewards only appealed to half of members. Most worryingly, the programme didn’t resonate strongly with the ‘up and coming’ or ‘thriving families’ growth segments, instead losing out to AA Smartfuel, Onecard and Air NZ Airpoints. As the market leader, Flybuys was in danger of becoming complacent and taking its 2.8 million customer base for granted. To turn things around, it had to transform from an old-fashioned persona of ‘toasters for Mum’ to a modern loyalty programme that resonated with younger target segments, without alienating its loyal core. There were three objectives: increase monthly average new member signups, increase active memberships and drive active currency choice. THE RESPONSE The new Flybuys focused…

SPONSORED BY THE CHALLENGE By the end of the 2020 financial year, brand tracking research showed awareness of the Electric Kiwi brand was at 44 percent, and preference seven percent. This put the power company in fifth place in the market, ahead of major challengers such as Flick and Powershop, but behind the big players such as Meridian, Genesis and Contact. The percentage of awareness that the brand converted to preference was much higher than its competitors, but to achieve its vision of being New Zealand’s most loved power company, the marketing team needed to move the dial on awareness. So, it set an ambitious increased sales target of 22 percent FY21. To achieve this, Electric Kiwi had to look beyond media spend – realising that it could not compete…

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Ten years ago. Rob Limb met with Andy Bell in a cafe to see if their vision for the future of TRACK aligned Happily, they both saw the need for a specialist agency that was dedicated to helping brands grow through genuine customer centricity. Now, ten years down the line, TRACK Aotearoa has asserted itself as the country’s leading specialist relationship agency, keeping the human side of data front-of-mind by bringing data and creativity together. Rob and Andy run TRACK Aotearoa together, with Rob having a particular focus on culture and client relationships, and Andy as the architect for the future and vision of the DDB-owned agency. “We’ve grown and been successful because we’ve been rigorously specialist, we haven’t wavered from that,” Rob says. “We’ve built out the capabilities we…

AS GOOGLE’S PRIVACY LEAD FOR APAC, WHAT ARE YOU DOING TO ENSURE THE ONLINE USER EXPERIENCE IS A MORE TRUSTING ONE? Mostly, I think about the privacy of consumers. We’re seeing such a huge shift with consumer trust, tech changes, and the rise of regulation. This is going to be the trend that’s shaping the next few years for us. Specifically, when I think about Google, I think about how the digital ads ecosystem is changing. From a Google point of view, we build with a focus on consumers. They trust us with their information when they use our services, and we use this information to make our services more helpful and relevant. But we understand that this is a big responsibility, and we work hard to protect their information,…

IF YESTERDAY’S CMO WAS ABOUT COMMUNICATIONS, BRANDING, AND ADVERTISING, TODAY’S CMO IS A STRATEGIC PARTNER TO THE CEO. WHAT WILL THE CMO OF THE FUTURE LOOK LIKE? I think all executive leaders should be strategic partners to the CEO – hard for them to be there if they’re not. But the ways in which organisations can derive strategic advantage have evolved. The scope of marketing has expanded, and while some marketing teams have taken a while to match the pace of change, others have seen the future and broadened their thinking. The future of marketing will see a combination of the classic disciplines of the past, but will seek to borrow and build competencies from colleagues in design, development, and data. AS A CMO, HOW DO YOU GET ALL STAKEHOLDERS…

RETAIL MARKETING IS NO LONGER ABOUT IN-STORE VERSUS ONLINE, IT’S ABOUT MEETING CUSTOMERS HOW AND WHERE THEY CHOOSE TO SHOP. ARE THESE CHANGED SHOPPING BEHAVIOURS ARE HERE TO STAY? Grocery shopping is the one constant in our lives. Regardless of age, gender, affluence or location, everyone must eat and by inference, everyone must buy food. Its omnipresence means that supermarkets have and always will be a mirror in which societal shifts are reflected. Shifts such as a pandemic, growing climate awareness, financial crises, tech adoption, the list goes on. Behavioural disruption has triggered new fulfillment methods, with more than three out of four consumers changing the way they grocery shop due to the pandemic. They are shopping faster (33 percent), at quieter times (32 percent) and 50 percent of online…

As part of the enhanced Nielsen Ad Intel Digital suite, the company has also launched the digital dashboard solution, providing clients with access to digital creatives and campaign information via an easy-to-use interface. This brand-new Nielsen service delivers daily information on where brands are spending their digital advertising dollars. It also allows access to campaign creatives which provide visibility on marketing tactics. Just what any marketer needs as they go into a meeting with their CEO! Here’s a few key features you can look forward to making use of with Nielsen Ad Intel Digital: Introduction of social and in-app measurement to strengthen cross-media channel insights. A significant enhancement to video capture including pre-, mid- and post-roll video. Vast expansion of the number of websites monitored.…

BROUGHT TO YOU BY “Your audience wants stories, we know how to tell them” is the promise made by Medium Rare, the company sponsoring this feature on the future of content marketing. The irony of this not lost on us. A VIEW FROM MARKETERS Marketers are becoming publishers, creating content that meets audience needs in a manner that is often more persuasive with consumers who have become more advertising savvy and sceptical. Google ‘content marketing’ and you’ll come across a definition something like: “Content marketing is a strategic marketing approach focused on creating and distributing valuable, relevant, and consistent content to attract and retain a clearly defined audience – and, ultimately, to drive profitable customer action.” Done well, content marketing builds trust, brings your brand values to life, increases brand…

SPONSORED BY Having kicked off his marketing career at the Australia Post Grad Programme in Melbourne, Shane Evans moved to London in 2004, cutting his teeth at boutique agencies and the Royal Bank of Scotland before working on a global rebrand of the UK’s largest insurance company – Norwich Union to Aviva. Returning home to New Zealand in 2011, Shane joined ASB as General Manager of Brand & Marketing. His task was to develop a refreshed brand strategy and execution plan appropriate for the dynamic and challenging external environment and true to the kaupapa of ASB. In 2020, ASB was accelerating organisational change and adopting agile ways of working when Covid-19 then swiftly arrived and demanded a rapid response to support customers and their communities. As other marketers pulled back,…

THE CHALLENGE With the growing trend for non-meat protein and flexitarian diets, Ingham’s saw an opportunity for growth with minimal cannibalisation, and scope to future proof the brand. Going on its own market research, and that of the country’s two largest supermarket chains, the meat protein manufacturer launched in August 2020, Let’s Eat, a three sku range of pea and wheat protein tenders, nuggets and patties. Somewhat out of their comfort zone in terms of the nuances of marketing messaging and the reaction of a growing, but very diverse vegetarian and vegan market category, Ingham’s drew on its experience marketing its free-range chicken products. At the same time the competitive environment was very challenging, with several well-established overseas manufacturers already in market, such as Quorn, Sunfed, Bean Supreme, and Kellogs’…

SPONSORED BY THE CHALLENGE ASB has struggled for sponsorship attribution from within the banking industry. During the bank’s seven-year tenure with the All Blacks, its major competitors’ attribution has often outranked ASB. Realising that a new sponsorship approach was needed, ASB needed to find a unique on-brand activation that would sit well within the strict marketing rules outlined by NZ Rugby for the All Blacks. And, to compound issues, Covid-19 had just arrived on New Zealand shores. However, the bank saw this as an opportunity to not only help but increase their sponsorship attribution of the All Blacks. When Covid-19 happened, the bank quickly realised that the health crisis was becoming a financial one with many small businesses becoming overwhelmed by the economy coming to an almost halt. Outside of…

SPONSORED BY THE CHALLENGE Wendy’s challenge was to increase sales for its ongoing ‘Mates Rates’ deals programme. This programme had been running in consistent flights with similar offers for several years. But its performance had been going backwards thanks to smaller media spend budgets when compared to some if its main competitors. While a national brand, each Wendy’s operates in its own competitor and consumer microclimate. From Wendy’s Constellation Drive with busy traffic and McDonald’s nearby, to Wendy’s Great South Road right next to hungry office blocks. Some benefitted when it rained, others went quiet. Some were buzzing at Saturday lunchtimes, others struggled. It was clear that while Wendy’s had one set of deals, and one message, the opportunities for growth were very different by restaurant. To find new audiences…

DOES YOUR BRAND RESONATE WITH KIWIS? Humour and Connection to Nature are the two lead characteristics demonstrating Kiwiness according to new ‘The Kiwi Codes’ research by TRA. The research and insights agency asked a representative sample of over 4,000 New Zealanders about their attitudes to themselves, businesses, and brands post-pandemic. Humour and Connection to Nature took out the top two spots with almost 60 percent of those surveyed claiming they feel very strongly that both attributes speak to them as New Zealanders. Now in its third consecutive year, the survey provides a clear insight into Kiwi cultural codes and reflects what New Zealanders have in common as a nation, and what is unique and enduring. The six Kiwi Codes – Individuality, Earned Success, Social Equivalence, Outward World View, Connection to…

Covid-19 is a timely example of the uncertainty businesses will face in coming years. With increased speculation of recession, rising interest rates, climate change, shifting social values and population dynamics and changing consumer behaviour all at play – the one thing we can be certain of is uncertainty and disruption is not going anywhere, anytime soon. This disruption has led to businesses focusing on what is changing, aiming to predict and anticipate the future. However, balancing this future focus with the realities of driving results today, is the most difficult conundrum of all. The key question on everyone’s mind is, how do I leverage and activate today in a way that secures future success tomorrow? In other words, how do I balance timely agility with timeless stability? To answer this…

WHILE BRANDS MAY NOT BE DEAD, TRADITIONAL TOOLS FOR BRANDING MAY BE DYING. THIS AS NEW TECHNOLOGIES AND CHANNELS ALLOW MARKETERS TO REACH MASS AUDIENCES IN DYNAMIC WAYS – IS THIS A FAIR ASSESSMENT? “Principles remain, practices change”, as the great John Hegarty said. If there’s any industry that’s adaptable, it’s advertising and marketing. We’ve always been about finding new ways to engage audiences and give brands an edge over competitors. A salient and meaningful brand continues to help influence choice for customers, and the rapid evolution of technologies and channels creates new ways to reach and connect. But it’s not binary – out with the old, in with the new. There’s plenty of life left in traditional tools. Like creative agencies, traditional channels continue to evolve. It’s how we…

ACCESSING ACCURATE CUSTOMER DATA HAS BECOME A POWERFUL TOOL FOR MARKETERS AS THEY ENGAGE CUSTOMERS AT A MORE PERSONAL LEVEL. HOW ARE YOU ANTICIPATING THIS NEED FOR DATA WILL GROW IN THE NEXT FIVE YEARS? AND WHAT’S THE CORRELATION WITH OVERALL ROI? Brands recognise that data empowers marketers to deliver the trusted and personalised engagement that today’s customers expect, but managing it is only becoming more complex. Salesforce recently surveyed 8,200 marketers across 37 countries for the seventh edition of its ‘State of Marketing Report’, which revealed Kiwi marketers are increasingly turning to data-driven forms of customer engagement. The report projects a 50 percent increase in the number of data sources marketers will use between 2021-22 and a 100 percent increase in the next two years alone. Specifically, it found…

CONTENT DELIVERED ON YOUR OWN CHANNELS AND TO YOUR OWN AUDIENCES. Over the past seven years at Medium Rare, we’ve seen content become an essential part of the marketing mix, allowing brands to speak directly to their customers on their own channels, their social media pages and through paid amplification on third-party media. Businesses and associations of all sizes and persuasions have driven engagement, sales and loyalty attribution by producing their own magazines, searchable website content, YouTube channels, socially-led videos and even podcasts. Why? Well, content allows brands to engage their audiences directly, create conversations, promote advocacy and engender loyalty – by informing and inspiring their customers based on their needs and interests. In this respect, brands have come to understand the power of operating as publishers. The marketing spend…

Passionate about producing great content, while using curiosity and innovation to drive efficiencies, ICG Media offers a range of bespoke content creation solutions centred around its print prowess. Combining this with top in-house talent, CEO Marcus Hawkins-Adams says the team is well-versed in serving clients “beyond normal range”. “Whether we’re informing, entertaining, raising awareness or straight-out selling, we aim to deliver above and beyond expectations. It’s what we thrive on, and it’s this drive that’s built ICG Media’s reputation as a content development powerhouse,” says Marcus. To back this up, the print, marketing and publishing company boasts an impressive list of clients including the likes of Resene, Liquorland and AA for which they produce titles such as Habitat by Resene, and Liquorland Toast as well as digital extensions. Marcus says…

SPONSORED BY Kathlynn’s first exposure to marketing began during her Year 11 business studies class, where she had to create a small business and deliver the marketing plan. Following high school, she was eager to learn more about the discipline and decided to enroll in a commerce degree at the University of Auckland. “As part of my degree, I chose to triplemajor in marketing, business analytics, and innovation and entrepreneurship. “I was fascinated by the intersection of these subjects and the tangible business value it delivers, such as combining insights with creativity to influence customer perceptions and behaviours,” says Kathlynn. Craving experience beyond textbooks and the classroom, Kathlynn began marketing internships at Bauer Media, The Social Club, and Studio7. In 2019, she then joined bp as part of their two-year…

THE CHALLENGE Vodafone customers were being lured away by smaller entrants growing in market share (11 percent in 2019 to 13 percent in 2020). The company was trapped in the business of short-termism and still losing market share, which declined by three percentage points in one year. The financial implication was considerable. Vodafone’s home broadband business wasn’t stacking up and the company demanded action that would return the segment back to profitable growth. Research showed seven out of 10 households experiencedinconsistenthomeinternet. Vodafone wanted this resolved with bold customer-first innovation. They decided to invest in technology that would fix the issue. SuperWifi, with its next generation Wifi 6 Mesh technology, was an easy-to-set-up product controlled by an app, ensuring customers had reliable, whole-of-home Wifi coverage. Not only would it solve a…

SPONSORED BY THE CHALLENGE The first Covid lockdown brought the benefits of shopping online into sharp focus for many Kiwis, with a huge spike in demand overnight. Countdown saw unprecedented growth in the number of online shoppers and the frequency of their online shops during early 2020. So, while from a consumer perspective, lockdown was far from ideal, it did represent a silver lining commercially that Countdown very much wanted to make permanent. The challenge, however, was to make huge increases to its online shopping capacity. And as demand naturally dropped off, Countdown was under huge pressure to keep demand high. THE RESPONSE Countdown developed a hard-working, highly contextual and targeted campaign that talked about the many facets and benefits of online shopping that were highly relevant, all under a…

THE CHALLENGE Realising growth in the insurance category is particularly challenging, largely focused on short-term acquisition offers, but talking to the less than two percent of customers in market at any given time. Insurance companies have thus traditionally looked to grow by getting customers to switch from other competitors for easy financial wins. State, however, needed to do something drastically different to reverse its six years of consecutive customer loss. But with so many Kiwis without contents insurance, it didn’t have to be this way. Following some market research, State discovered that the real reason people weren’t buying contents insurance was that they didn’t believe they had enough stuff worth insuring. So, the value people place on insurance is entirely dependent on the value of their stuff. It also found…

THE CHALLENGE In 2009, emerging challenger brand Powershop set out to give power back to Kiwis through a different way of buying power. Powershop had no awareness and the gentailers had 100 percent, so they set out to develop a distinctive brand, assert their position as the dominant challenger, and change people’s expectations of utility-based relationships. The brand needed a media and channel strategy to help them punch above their weight. In 2010, Powershop and MBM fortuitously found each other. Ready to shake up their respective categories, the two partnered up. Since the start, the partnership has been about investing in each other’s success and challenging the classic client and agency mindset model. THE RESPONSE Powershop runs a hybrid resourcing structure, which could scare a lot of agencies, but not…

SPONSORED BY A man who has spent most of his life working out what makes people tick, figuring out what they want and why, Mike Hutcheson has given a great deal to marketing in New Zealand. He’s delivered memorable campaigns for brands such as Tui Beer, Postbank, Honda and Lion Red; given stellar business and marketing advice to bigname companies; and helped inspire the next generation of creative thinkers through his various books and teaching ventures. Now, it’s time for the marketing community to officially recognise his contribution to our ever evolving industry. And as the TVNZNZ Marketing Awards celebrates its 30th anniversary, it seems an apt time to induct ‘Hutch’ as he’s known to most, into our Marketing Hall of Fame. Each year this award goes to an individual…