Innehållsförteckning för Awards 2018 från NZ Marketing

It was the early 1900s when Richard Pearce was making one of the world’s first forays into aviation with his self-built monoplane, and by 1954, that inventive nature had taken to the water as William Hamilton developed the world’s first propellerless boat. Come 1967, Burt Munro was setting a land speed record at Bonneville Salt Flats and in 1998 Glenn Martin was selling his jetpack to other companies (Martin Jetpack is now supported by China’s KuangChi Science, and last year posted a financial loss). A snapshot of those 100 years show-off New Zealand’s Number 8 Wire mentality and though the marcomms industry isn’t exactly setting speed records or reaching great heights in the sky, that thinking is ingrained in it. I love hearing the pride you all have in New…

1.96 million New Zealanders live outside of Auckland, Wellington or Christchurch according to Consumer Media Insights (CMI). 22 percent of central North Island residents read six or more issues of a newspaper each week. $192 million was the revenue posted by Ooh Media in the half-year ended 30 June 2018, up 11 percent from the half year ended 30 June 2017. 603 formal complaints about ads in New Zealand were received by the ASA in 2017. 82 percent of New Zealanders tuning into linear TV each week according to NZ On Air. 78 percent of New Zealanders tune into radio according to NZ On Air. $55,098,516 was the revenue (gross media revenue) generated by out-of-home in the first six months of 2018 according to OMANZ.…

Take a look around New Zealand and you’ll notice it's changing. In the year ending January 2018, New Zealand’s population grew by 70,100 people from countries beyond our borders, 9,300 of whom were from China. In the 2013 census, migration rates saw 171,411 people living in New Zealand identify themselves as being part of the Chinese community. Of those, 26.6 percent were born in New Zealand and 73.4 percent were born overseas. The most common region this group lived was Auckland. Capturing more than 90 percent of the Chinese market in New Zealand is SkyKiwi, with over 100,000 daily active users and 310,000 registered Chinese expats, students and ‘Chiwis’. An evolving audience It all started in 2001, when a group of Chinese students living in New Zealand set up SkyKiwi…

According to the team at the New Zealand Racing Board (TAB), “You’d run for the hills or you’d call Simon Jarvis.” In December 2016, Jarvis took the call to join the New Zealand Racing Board (TAB) team and he’s hit the ground running with reshaping the team and running a creative agency pitch to appoint Y&R. Having spent a decade in the advertising industry, working on agency-side including Lowe London, Draft FCB, plus BMF and BCM in Sydney, Jarvis gained experience above and below the line to offer an integrated perspective to most communication problems. One piece of work while at BMF was relaunching the Dare Iced Coffee for Dairy Farmers (later National Foods), in a campaign that generated a 40 percent uplift in national sales and went on to…

The Challenge The skincare market is an incredibly crowded one, with new brands being launched frequently, vying for eyeballs on the shelf. While supermarkets are packed to the brim with skincare products boasting all sorts of benefits, the cost is generally quite low and this is often reflected in the quality of the product. So Earthwise gave itself the challenge of developing a superior natural skincare brand that actually worked, at a supermarket price. By offering high-street quality at an affordable price, Glow Lab had an opportunity to win share from existing competitors, while attracting new buyers into the supermarket who would normally purchase their skincare in other channels like pharmacies and beauty stores. It also spotted another gap in the skincare market, that mainstream skincare was in decline, while…

We’re not having a sale. The Challenge The Warehouse has always been recognisable to Kiwis as a low-price general merchandise retailer. When the doors first opened in 1982, it broke the stranglehold of established retailers and made affordable products available to the average New Zealander. The longstanding tagline ‘Where everyone gets a bargain’ is deeply ingrained in the New Zealand psyche as well as being central to the company’s mission: ‘making the desirable affordable’. Thirty-five years on, this original mission burns as bright as ever internally, yet the definition of ‘value’ has changed in the eyes of consumers. In a post-Global Financial Crisis (GFC) world, retailers around the globe are increasingly price-driven, catering to increased pressure on resources by offering deeper discounts. Concurrently, the rapid rise of e-commerce means retailers…

The Challenge New Zealand is in the midst of a health crisis. It has the highest rate of youth suicide in the world, but those affected often don’t feel empowered to speak up. Many Kiwi men would much rather harden up than speak up, meaning suicide is three times more common in men than women. One charity hoping to stand up and help men start a conversation about mental health is the Movember Foundation. However, it too faced a challenge as it was being crowded-out by other charities and the current fashion for facial furniture. New Zealand has the highest number of charities per capita in the world, with one for every 100 adults – so why should anyone pay attention? On top of this, growing popularity of facial hair…

The Challenge Despite traditionally being the market leader in domestic air travel, Air New Zealand has faced unprecedented competition since Jetstar announced its regional service in 2015. The low-cost airline now has more than 200 return domestic flights weekly between nine locations, accounting for a 20 percent share of the market. In recent years, some competitors have undercut Air New Zealand’s fares by as much as 50 percent. Unable to consistently match the prices of low-cost carriers, Air New Zealand has had to work harder than ever to keep the customers engaged and satisfied. A plan was made to drive sales by utilising Air New Zealand’s sponsorship portfolio. Leveraging the nation’s love of rugby and the airline’s own sponsorship deal with the All Blacks seemed the natural thing to do…

According to the IABNZ’s 2018 Interactive Advertising Spend Report, digital advertising spend per annum has grown from just under $200m in 2008 to over $900m in 2018 - an increase of over 350 percent. Not surprisingly, this is a result of advertisers following increasing digital consumption by New Zealanders. Nielsen research has found that over the course of an average week, 47 percent of Kiwis access the internet from four or more different locations, with one-third of people accessing the internet from three or more different devices. Furthermore, New Zealanders aged 15 years and above spend on average nearly 18 hours a week online; an increase of more than three hours a week online compared to 2015. But what does this increasingly digital consumer mean for advertisers? When it comes…

Pop the hood of The Warehouse Group’s headquarters on Auckland’s North Shore and you’ll see its studio space and marketing department is buzzing. Thirty-nine creatives make up an in-house agency and a hire drive is set to see it turn into about 45 by the end of the year. The Warehouse Group is one of a number of organisations locally and internationally that has brought creative and production capabilities, that have resided in agencies, inside its four walls. Control and cost-saving are to be gained by making the move, and helping head up The Warehouse Group’s efforts is Andrew Berglund, its new executive creative director. The title has also spread its wings to fly beyond the agency nest and when it landed at The Warehouse Group it’s just one of…

Gartner called it as far back as 2016: CMOs would soon be spending more than their IT counterparts on tech they said, and sure enough, such has come to pass. CMOs are having their moment, with a mandate growing from a relatively simple promotional role to a key growth driver across the business. That means greater influence on customer experience, P&L performance and greater tech spending as a means to deliver growth. According to the 2017-2018 Gartner CMO Spend Survey, 67 percent of CMOs planned to increase their spending in digital advertising in 2018. Futhermore, CMO focus on analytics reflects the need to demonstrate performance and effectiveness to the business, and digital channels are purpose-built to feed digital performance data to CMOs. Put another way, marketers are now deeply dependent…

Can you explain your role at Westpac? I look after what we call our digital sales and strategy, and that encompasses our public website from a platform perspective, our conversion rate optimisation, and testing a personalisation programme – basically looking at all our sales journeys and conversion journeys. Was it a role you envisioned yourself doing when you entered the industry? I cut my teeth in creative and design and did direct marketing as my dissertation. Who could have predicted 20 years ago that we would be sitting in the technological age that we are today? So 'no' would be the short answer. But could I see where it was coming from in the last five to 10 years? Yes. What’s been the biggest change you have seen? The advent…

For the past 18 months or so, global concerns around transparency and privacy have gathered pace. Where is the industry at with rebuilding trust and transparency? We’re cautiously optimistic. Many companies are only just starting to take ownership of the situation so there is still a way to go for industry-wide transparency. But greater transparency leads to a healthier advertising ecosystem. By creating an open, real-time marketplace for digital advertising, we can give more marketers greater access to their audiences, put more money in the hands of high-quality publishers, and give users a more positive, relevant digital ad experience. Do you think some of the responsibility for transparency lies with clients? Absolutely. We believe that responsibility for programmatic transparency lies as much with marketers as it does with technology providers.…

You have been in the digital advertising industry since 2001, what changes have you seen and what’s your view on it today? It seems we have come a long way from faxing order forms across town and fixed weekly rates, so any automation is a good thing. The technology available to marketers is fantastic. Data has massively helped us find the right audiences, however, the scramble to get the cheapest cost per thousand impression has lead to low-quality and ambiguous inventory potentially getting a disproportionate share and causing harm to brand safety. Smart marketers are using programmatic to find their audiences and choosing brand safe websites or co-ops to run on, so they know their ads are appearing on contextually relevant, safe environments. Knowing the URL of the website brands…

A great example of a local brand which has achieved success in China is Tourism New Zealand (TNZ). The organisation responsible for marketing New Zealand to the world has built a strong following on Chinese social media channels including WeChat and Weibo. Agency UMS helps them engage and connect with Chinese consumers. The brand’s social media channels consistently rank number one or two among national tourism body accounts, with particularly strong engagement numbers – this is despite competing with much larger countries, such as the US, Canada and Japan, which also have much bigger budgets. The success of TNZ’s China marketing is reflected in the more than 400,000 Chinese tourists that arrived in New Zealand last year and the many more that will visit this year. Many New Zealand brands,…

brought to you by: According to Nielsen Consumer Media Insights (CMI), more than half of Kiwis live outside Auckland, Wellington or Christchurch – that’s 51 percent of our population or 1.96 million New Zealanders. In a 'Life beyond the big smoke' study conducted by Nielsen on behalf of news media booking and advocacy company News Works, 86 percent of those living in the regions said they “felt very positive about life”. Eighty-six percent of people also said although they “may not earn as much as those in the big cities, they had a better lifestyle”. They noted a sense of community, plenty of time to spend with family and friends, and a low cost of living – in turn a nice home – as key reasons the regions suited them.…

In April last year, Stephen England-Hall took over the chief executive chair of Tourism New Zealand. He brought with him experience from his previous role as chief executive of Loyalty New Zealand after crossing over from the agency side to client side. Having now made himself at home at Tourism New Zealand, England-Hall fills us in on how the company is moving into the future, the role of technology in marketing and how both fit into the C-suite. On the evolution of the ‘100% Pure’ strategy STEPHEN: For New Zealand, it’s very clear our country brand is based on three core pillars: it’s a beautiful place with warm, welcoming people who do really good things – ‘100% Pure New Zealand’ as a campaign really focuses on telling that story to…

It seems that these days we are all living with the reality of always being on and available. We are subject to daily waves of email, both solicited and spam. Our social feeds are constantly prodding us to keep up, to like or comment. Our efforts to read and search are bombarded with pop-ups to buy, and we are constantly tracked and re-marketed. Our work and private time is blurred. It is normal for people to spend meeting times distracted by emails. Wherever you look – in the street, in cars, in restaurants, at the beach, at home – people are heads-down buried in their devices. In a working context an assumption has been evolving that we are always available, always ready to respond and always on. We quizzed the…

The Challenge Harrison Grierson is an engineering business that has been around for over 130 years. It felt it had exciting and diverse projects, a range of skilled people to learn from, structured career development and a friendly, open and supportive internal culture focused on personal wellbeing. With an increasing population and infrastructure challenges, the engineering industry in New Zealand is growing exponentially, and with that comes higher competition over talent across all disciplines in the sector. Although Harrison Grierson already had a strong brand and positive internal culture, the current climate and industry-wide shortage of talent meant it wasn’t attracting enough of the right talent to fulfil what it needed. It had the makings of a great employer but without the ability to voice it, particularly when competing with…

The Challenge After 28 years in market, TSB Bank’s brand was in need of a makeover. It was considered outdated and no longer representative of the TSB Bank identity, values and strategic direction of the future. The bank was increasingly seen as peripheral, with low awareness and consideration. At best, it was seen as a provincial ‘Agri-bank’, at worst, it was not thought of at all. Beyond its own walls there was also an imperative for banks to transform themselves for the future due to changing customer expectations, technology, regulation, as well as demographic and economic change. Evidence could be seen in the big banks winning new customers through innovation and aggressive marketing tactics. They were seen as big, nationwide, secure, safe and for everyone, while Nielsen Qual research showed…

The challenge With one of the world’s longest coastlines and richest marine environments, New Zealand is known for the quality of its seafood. Despite this, New Zealand King Salmon found itself competing against frozen Atlantic salmon and a perception that the fish was a ‘special occasion’ purchase. While Kiwis are generally proud of the quality of their country’s seafood, there’s a lack of consumer understanding about the different species and quality of salmon, including the quality of New Zealand King Salmon. And that’s not to say New Zealand King Salmon doesn’t deserve to be held on the same high regard as other local seafood. Its high margins overseas showed its potential, so it wanted New Zealand sales to generate a comparable return. To switch competitor shoppers onto the brand, thereby…

The Challenge Before kids reach school age, a whopping one in seven children will have serious tooth decay. Alarmingly it’s also one of the top causes for childhood hospitalisation, despite the disease being preventable. Research shows only half of Kiwi kids brush their teeth twice a day with fluoride toothpaste. So, the Health Promotion Agency (HPA) made it its mission to tackle the issue and protect the teeth of young New Zealanders. The goals were to have children brush their teeth twice a day with fluoride toothpaste; to ensure parents brushed their children's teeth while they’re young; and establish that baby teeth are important. The Response The HPA started out by surveying 1,000 Kiwi parents to find out what issues parents may have that were getting in the way of…

Graduating from the University of Waikato in 1985 with a bachelor’s degree in management studies before taking his first job at Unilever in 1986, it was a time of big moves for Bowler. He strutted his stuff in marketing and in fast-moving consumer goods in New Zealand and the UK. During the 1990s, his career evolved, first leading the Cadbury and Air New Zealand international accounts at DDB, before a stint working in the UK’s food sector. Back on home turf, he moved up the ranks of New Zealand Dairy in the late 1990s and into the new millennium. In 2003, Bowler joined the mobile and internet tide, with a four-year stint at Telecom before taking up his first C-suite position as the foundation chief executive of Yahoo!Xtra. As chief…

Talent is always on the move. And while agency folk are increasingly moving to the relative safety of client side, there are other suitors, namely the tech juggernauts and consultancies, which are both upping their creative game to try and snatch business away from ‘traditional’ agencies. The rise of the tech platforms have in some way facilitated the increasing in-house resource among clients as brands can communicate directly with consumers through many of these channels. And, just as media companies like TVNZ, Bauer and NZME have set up their own creative studios, so too have the tech companies. Last year, Special Group Australia’s founding creative partners Matty Burton and Dave Bowman left the agency to take over the Google Zoo operation across the Asia Pacific region, following Tor Myhren who…

What’s been the biggest change you have seen in your career? I think one of the biggest things I am seeing recently is data becoming more and more important in how businesses operate and how they deliver customer experiences. Even a few years ago when I was trying to get business cases signed off to improve our digital analytics and sort out our data so to speak, it was hard. People weren’t as interested whereas now it’s actually almost become quite fashionable for everyone to care a lot about data. It’s a very different environment. Many organisations are collecting data and a challenge lies harnessing it and turning it into something useful. Has Spark been on that journey? Absolutely. We have loads of data, obviously being a telco, but one…

What do you offer to marketers/agencies? Kargo offers exceptionally engaging and creative ads within best-in-class editorial content on the mobile web, resulting in outstanding outcomes for our clients. Our industry-leading Ad Innovation team is continuously designing new solutions to help brands best reach and engage with consumers across mobile, informed by what we've learned from our proprietary research. Since our inventory is exclusively sourced from our invitation-only premium publisher marketplace, never long tail sites, we can ensure the highest possible levels of performance, transparency and brand safety. Additionally, we have a 1:1 relationship with all of our publishers and have integrated our smart tag technology into their sites. This enables us to transform standard ad slots into high-performing custom creative formats as well as constantly test, manage and refine our…

A big thanks to all the judges who give up their time and brainpower, and our new convener of judges, Michael Friedberg. On the theme of showcasing, we speak to a group of innovative MA member marketers about what matters most. Data, technology and consumer behaviour top the list and I particularly like Nicki Shirley, Head of Marketing at Qrious, comment on what the most crucial element in marketing is, "An open mind! Consumer behaviour is changing all the time and they now have high expectations for how they want to interact with a brand. Marketers need to be open to new approaches and possibly even new tech." Brooke Hand, Marketing CRM Analyst at Tait Communications believes, "The most important thing I have learnt in my career is to take…

STOPPRESS COMMENTS The best of the bunch In August, Sky launched a popup eSports channel delivering Ginx eSports TV, an eSports TV network that’s already available in over 50 countries. When StopPress readers heard the news they were quick to share their thoughts. “Next time the LetsPlayLive guys talk up how eSports are this huge growing thing, and will be massive in NZ, ponder this question; Football is a global juggernaut, which tons of Kiwis have a keen interest in. How much interest/money is there in the NZ football league? I’m sure you can figure out the rest of the logic for yourselves.” UM.. “Can’t you watch eSports easily, legally and free on Twitch?” BUT “Research indicates a clear gap in the market. There is an unacceptable amount of friction…

AA Home Response The Challenge AA is a household name in New Zealand. And this is no surprise, as the company has been the leading provider of roadside assistance in the country for almost 100 years, and is used by 1.66 million AA members. But, despite its success and popularity, storm clouds have been brewing for AA. Technological advancements are disrupting a number of sectors, and the automotive sector is no exception. Vehicle technology is rapidly evolving and on the horizon is the arrival of self-driving vehicles, and emerging new vehicle ownership models (car-share, mobility as a service) which threaten to make the traditional motoring club model – and many of AA’s core services – redundant. The effect of this had already become evident to AA. Demand for AA’s iconic…

The Challenge Up to two-thirds of people who smoke today and continue smoking will eventually be killed by tobacco. The financial cost of smoking to the country is also close to $2 billion a year, but more importantly there is also a high emotional cost – family members are too often watching someone they love ravaged by a cancer caused by smoking. The Health Promotion Agency (HPA) has a long-standing partnership with Smokefreerockquest to combat smoking among youth, as most smokers start by the time they’re 24. And its challenge has always been how to get its message across without overdoing it and putting young people off – certainly no easy feat. As anyone that has spent time with teenagers would know, the surest way to get them to do…

The Challenge In order to increase sales, NZSki needed to get people planning for their winter skiing holiday while they were still at the beach enjoying the hot summer sun. Not only that, they also needed to convince holidaymakers to part with a substantial amount of money after the expensive Christmas holiday season. The Early Bird Sale is a convention within the ski industry, where prices are dropped early in the year and cheaper passes become available. NZSki (which offers Mt. Hutt, Coronet Peak and The Remarkables) also competes with several other ski destinations in New Zealand and further afield at the time of the sale. This problem is an annual commercial challenge for the business. Much like large retail stores get 60-70 percent of their business in the months…

The Challenge Farming insurance company FMG is a brand that built its reputation on strong rural relationships. It sets itself apart from other insurers because it offers advice to its clients, to help them reduce risks on the farm, leading to fewer claims, and therefore less pressure on premiums with value being funnelled back to service and experience. Despite the premium service it offered, FMG found growth was slowing as the brand reached out to the harder half of the rural market – the half dominated by insurance brokers. The brand lacked differentiation beyond an affinity with rural New Zealand and there was a lack of awareness from potential clients that FMG was a direct insurer, not available through brokers. Non-clients, mostly insured through a local broker, rated FMG lower…

The Challenge It’s been a time of major change for media publishers, as they try to retain their audiences by being everywhere at once in an increasingly digital climate. The NZ Herald is no exception. The news title had seen its audience behaviour change dramatically over the last 10 years. Readers were increasingly consuming news through digital channels, seeking real-time updates across a wider range of topics, and often doing so while on the move. But, the NZ Herald website hadn’t undergone any significant development in over a decade. The back-end technology of its website was ageing and user experience had dated, particularly when compared with international news sites. As a presumed consequence, the NZ Herald’s audience began dwindling. The Response To solve the issue and keep up with the…

CEO OF KPEX PROGRAMMATIC GUIDE BROUGHT YOU BY: Having worked in, and led, a number of online media businesses in the UK, I had expected my move to New Zealand would be a step backwards in programmatic maturity. Online marketers in the US and UK have a long-held opinion they are ahead of the world in technology, spend and planning sophistication. This is somewhat true. However, technological leadership comes with a big cost: complexity. A quick glance at the display market LUMAscape illustrates just how complicated programmatic media buying has become. With so many companies all offering largely similar services, the global industry has gained a reputation for ad fraud, disappointing performance, and unnecessary costs that steal margins away from both publishers and advertisers. I arrived in Auckland in August…

BROUGHT YOU BY: In a 2017 column in Vice, Sophie Gray bemoaned the “cloak of invisibility that often rests on the shoulders of Chinese New Zealanders”. While this 30-year-old theatre director was writing about the lack of stories from, and about, the Chinese Kiwi community, she may well have been reflecting the invisibility of this growing market to many advertisers and marketers in New Zealand. The 2013 census showed Asians comprised almost 12 percent of the New Zealand population and in 2017, according to Stats NZ, New Zealand saw its largest group of net migrants arriving from China, with 9,300 arriving in the country. The surge in Chinese immigration took shape in 2010, when, for the first time, Mainland China became New Zealand's top source country for family immigration through…