Innehållsförteckning för Awards 2019 från NZ Marketing

It’s that time of year again, Te Radar’s dusted off his tux and we’ve sculpted some trophies to celebrate the best of marketing in New Zealand at the 2019 TVNZ-NZ Marketing Awards. We’ve shared the winning case studies in the following pages and further on, there’s more to celebrate as this year marks the banner ad’s 25th birthday. For me, someone who is younger than the banner ad, it’s been a reminder that despite the changes I’ve seen in the last four years – they are only a fraction of the evolution your industry has faced. When I joined StopPress and NZ Marketing I promptly went and did my history homework in the form of nights binge-watching Mad Men. Though I was thoroughly entertained by the trip back in time…

COMMENTS BEST OF THE BUNCH Though mergers and acquisitions are nothing new in this industry, these past few months have been a particularly busy time – most notably Ogilvy became Stanley St and left the WPP fold, while MBM was acquired by Publicis Groupe. With StopPress keeping readers up to date with who owns who, there was plenty of commentary in our comment feed. In an industry fuelled by egos, there’s unsurprisingly some negative and critical views coming through but there are some signs of hope for the industry that you have each other’s backs. Keeping in mind the challenges everyone is facing (with the latest round of financial results attesting to that) we’re shining a light on quite literally the best of the bunch. “Congratulations MBM! Some of the…

We know what sets us apart from our competitors – it is the personalised, human connection we are so well known for, so our goal is to ensure this is front and centre as we enhance our tech processes. Digital banking has had a positive impact for all of us; it gives us control of our day to day banking needs – anytime, anywhere. New Zealanders on average now only go into a bank branch one-two times a year, so at TSB we have to make sure our customers have our services at their fingertips, but are also able to connect to a human in the moments that matter. Financial decisions are some of the biggest — and life changing — choices people will make. For a lot of banking…

After cutting her teeth in marketing departments of locally-owned and operated organisations, it’s not surprising Jo Mitchell, McDonald’s NZ director of marketing, was unsure of the role she would play when she joined the global restaurant group. But what she found was autonomy, rather than a job heavily prescribed by global management. “People think there’s some golden rule book that gets handed down from global and that’s so far from the truth,” she says. “We do our creative here, we do our planning about what we are going to bring to market, we do our customer and market research and we do some product development.” While completing her bachelor of management studies at university, Mitchell developed a passion for marketing, with a love of its creatively-driven strategy. She described her…

THE CHALLENGE FoodStorm was launched by sKids in 2016 in response to the rising obesity levels in young children, and insight that teaching kids to cook may make them eat healthier. Come 2018, sKids wanted to grow the number of franchisees using FoodStorm, from 10 to 20, with a target of 500 sKids kids having the opportunity to learn to cook. Meanwhile, Nestlé New Zealand was already running programmes supporting health and wellbeing of Kiwi youth – one programme being Nestlé Healthy Active Kids. sKids approached Nestlé with the opportunity to collaborate, with the challenge to develop a programme that both kids and families would benefit from, at no extra cost to parents. THE RESPONSE Together Nestlé and sKids launched the co-branded “Nestlé Healthy Active Kids FoodStorm Collectors Edition” modules,…

THE CHALLENGE All Blacks Tours is exclusively appointed by New Zealand Rugby (NZR) to manage official All Blacks Supporters travel. The business follows a four-year economic cycle, relying heavily on the success of the Rugby World Cup (RWC) to make the business viable during a regular season. With this, its cost structure and budget fluctuate between a RWC year and year without it, putting pressure on All Blacks Tours to make each RWC year as successful as possible. The RWC 2015 campaign was just that – a success – and off the back of that, it was challenged to increase its margin for RWC 2019 by 10 percent. This came with a catch; a smaller budget. All Blacks Tours had to put its thinking cap on because RWC 2019 also…

THE CHALLENGE Kiwibank has long championed its purpose of ‘Kiwis making Kiwis better off’ but come 2019, it faced a challenge of key brand metrics—differentiation, likeability, consideration and intent— trending down. It was trying to overcome a cluttered category of overseas-owned competitors and large budgets so looked to its sponsorship of New Zealander of the Year to spearhead its purpose and reset it in the minds of New Zealanders. A perfect fit and proof point of its purpose, Kiwibank has been the principal sponsor of New Zealander of the Year since 2009. Though a large-scale event, there was a problem in there being no natural place for it to play except as a sponsor looking for a halo effect. Previously, it has leveraged announcements of finalists and winners but this…

THE CHALLENGE Since its launch in the market in 2001, Blis Technologies ThroatGuard was underperforming due to it being incorrectly positioned. People considered it a treatment for sore throats when it is in fact something you take to increase your natural immunity to prevent the onset of issues like sore throats. ThroatGuard was the first commercialised product containing Blis K12 and its reason for being is very much around a story of prevention, not one of treatment. However, market research showed even those who were using it didn’t know it was a probiotic – they didn’t even know what a probiotic was. They were just taking it because they knew it was good for the throat. To change this, it underwent a major brand redevelopment as part of a wider…

THE CHALLENGE The Fisher & Paykel Healthcare brand is all about Care by Design – designing, creating, marketing and selling therapy that sustains and enhances patients’ lives. With that in mind, the team created SleepStyle, a world-class obstructive sleep apnea device that is comfortable and easy for patients to use. For the SleepStyle team it’s a bit of an obsession that drives them to think about details that others would ignore. It pushes them beyond just delivering effective therapy, to create experiences that delight the user. In a nutshell, SleepStyle is a therapy that patients can use, and want to use. But how to make patients aware of it? Fisher & Paykel Healthcare needed to develop a winning marketing strategy and message that would successfully create a niche for selling…

When life and health insurance provider Partner’s Life approached the agency that is now Wunderman Thompson, it was looking for a tool to reshape the relationship between its advisers and their clients. The agency created Evince, a sales tool that has become a digital experience, helping Kiwis understand the need for life insurance while visualising the long-term impact of unexpected life events. The online platform has simplified the process of getting life insurance, allowing the Partner’s Life advisers to build a narrative unique to their client’s situation, while making sure advice reflects regulatory changes. The intensive form-filling, paperwork and meetings involved in applying for insurance can be tedious and, in addition, the compliance burden led to advisers leaving the industry entirely. To reimagine and simplify the whole experience, the agency…

Geoff Kidd Lion senior brand manager How did you get into marketing? What sparked your interest in the industry? I’ve always been a creative thinker and problem solver, and marketing had appealed to me as career option since I was at high school as it’s an industry that really allows you to combine these skills. Growing up I was always fascinated with brands/businesses that were able to grab people’s attention, spark conversation, and ultimately influenced society. I studied marketing at the University of Canterbury and during my summer holidays I interned at Ogilvy which gave me a taste of the world of advertising. As a graduate looking for jobs I had heard a lot of great things about Lion, and was eager to work on some of the iconic Kiwi…

$275.4 million of total digital revenue was achieved in the first quarter of 2019 according to IAB NZ. <1 second is the time it will take to download a 250MB app on 5G. 80 is the number of candles The Listener is blowing out this year. 70 percent of online users ignore paid ads in search of organic content. $4,000 was the fine Sky Television received for showing extensive footage of the 15 March terrorist attacks taken from the alleged gunman’s livestream. 24 hours is the deadline in which tech companies like Facebook and Google have to remove content the French government deems to be hate speech. >15,000 paid digital subscribers have signed up to NZ Herald Premium. $64,063,503 of gross media revenue was delivered by OMANZ members H1 2019. 22 to…

1 HOW/WHEN DID YOU GET INTO MARKETING – WHAT SPARKED YOUR INTEREST IN THE INDUSTRY? I started at Auckland Council in late 2016 as a publicity specialist, after a few years working in television and public relations. I quickly realised that my passion was in marketing and saw it as an opportunity to develop my skillset, particularly around strategy development, and to be creative with messaging, channels and content. I liked that marketing is a combination of both creativity and logic. So, I upskilled through a number of courses, completed a digital marketing qualification and was given the opportunity to lead on marketing projects. 2 WHAT DOES THE AVERAGE DAY AT AUCKLAND COUNCIL LOOK LIKE FOR YOU? I juggle both marketing and communication projects across a wide range of portfolios…

THE CHALLENGE New Zealand is desperately short of skilled workers in STEM (Science, technology, engineering and mathematics). Engineers make up just over one percent of New Zealand’s population and in 2014, five percent of New Zealand graduates at bachelor’s level or higher had studied engineering – compare that to the OECD average of 12 percent and we’re lagging well behind. What’s more, women make up just 14 percent of New Zealand’s engineers. Already working to connect STEM professionals with schools for 12 years was Engineering New Zealand’s Futureintech programme. However, it was prescriptive and measurement focused so needed a refresh to remain relevant. With the help of advisors, Engineering New Zealand decided to take a sustained engagement approach and focus on building confidence from an early age – particularly in…

THE CHALLENGE In 2018, things were make or break for Skinny. Customer numbers were stagnating and the master brand Spark was wondering if it was worth continuing to invest in the brand. In order to survive, Skinny needed to attract a wider, more profitable customer. Adding to the challenge was the three largest telcos Skinny is up against with a minimal budget to compete. THE RESPONSE After getting together with all agencies, Skinny developed a strategy to: Completely rework its brand platform Announce a new brand purpose that the team would all be accountable for Leverage its low-cost roots to create brand fame with a cheeky Skinny twist On the point of its low-cost roots, Skinny couldn’t afford expensive talent to help achieve this, so it created a celebrity-endorced campaign…

THE CHALLENGE Christmas is a notoriously slow time for travel. It’s not a typical Christmas gift, as travel decisions don’t tend to be entirely spontaneous and it’s not something people generally feel they can make without input from their spouses. However, Flight Centre wanted an additional $2 million in bookings over the Christmas period (November – December). To succeed, it needed to promote a greater variety of personalised travel options. THE RESPONSE To do this, it used a unique form of inconspicuous cookie capture, which let it deliver thousands of personalised campaigns for gift receivers. This meant gift receivers could secretly influence their loved one’s gift selection. Step one was to get receivers in on the act, contacting them via an EDM from the Flight Centre database. With a link…

THE CHALLENGE With the SUV segment being the single fastest-growing part of the New Zealand automotive market, Subaru New Zealand was surprised to find its Forester SUV model sales were not living up to that level of popularity. In fact, when reflecting on the last five years of sales, all Subaru models were booming, with the exception of the Forester SUV model. The vehicle has lost 47 percent of its segment share between 2013 and 2017. With the new Forester model launching in September 2018, it had to turn the Forester’s decline around. Consumer research found consumers did not perceive the Forester as an SUV, rather they considered it a wagon, like other popular Subaru models. On top of this, the popularity of older, used import Foresters from the ‘90s…

THE CHALLENGE 9,000 New Zealanders have a stroke each year, that’s one every hour. The earlier a stroke is treated, the greater the chance of recovery so Stroke Foundation, Ministry of Health and Health Promotion Agency / Te Hiringa Hauora have an ongoing partnership to continue to evolve and bring to life the FAST mnemonic which helps recognise the signs of a stroke and the need to act. In 2018, the focus was on at-risk Māori and Pacific populations as they are more likely to have strokes at younger ages, and the number of strokes in these populations are increasing at a faster rate. THE RESPONSE The 2018 campaign was refined using three insights. The first found some of the audience don’t know what a stroke is or how it…

As consumers wrestle with the implications of one breach of trust after another – the sharing of our data, the spread of fake news (aka lies), or allowing atrocities to be played out online – it’s more critical now than ever to hold these global tech companies to account. The ability for lies and misinformation to be spread without accountability, for our personal data to be misused to manipulate what we are led to believe, is something that should concern us all when we think about the robustness (or fragility) of our own democratic processes. In his only interview given following the atrocities of the Christchurch massacre, Facebook chief marketing officer Antonio Lucio said, “change takes time” and “you only regain trust through actions and not words”. But as we…

Using dynamic third party and proprietary data sources, 25 segments have been built to give highly informative insights based on the actual behaviour and socio-economic status of a region, area unit or meshblock. Customers can be meaningfully tagged to one of 25 segments to show their demographic, behavioural and socioeconomic status. Because the data is regularly updated, customers can move between segments and Segmomento can ensure the segment they are in reflects the life stage and behaviour they are currently displaying, rather than the behaviour of a few years ago. Importantly, the data is spread across the entire population, not just the existing customer database. Segmomento can be licensed to a customer depending on their specific needs. Specific insights from the 25 segments can be supplied to give an informative…

In today’s evolving landscape, no one can afford to rest on their laurels and Scroll Media has demonstrated that in its offer. How have you evolved since day one? We started Scroll Media last year focusing on being a premium programmatic ad network. We grouped around 12 premium publishers together, on-boarded the relevant technology partners (Rubicon Project and AppNexus and others) and set up Private Market Place and Programmatic Guaranteed deals and away we went. This has allowed advertisers access to inventory not commonly available via real time bidding before. We soon learned we could help advertisers reach these audiences with sponsored content, native, social media, integration in a more bespoke customised way as well. It was nice to be recognised for this, when we recently were named Finalists for…

To celebrate 25 years of digital advertising, Adobe suggested marketing and advertising veterans think back to what they were doing in 1994. “Camping by fax machines or mocking up print ads,” were two of the suggestions. Some were probably approving a TV commercial on a U-Matic tape player. The internet was a novelty, and many thought it would have little impact on our lives, at least not as much as it has changed the way we live and work as dramatically as it has. We were just getting used to working on a desktop computer and trying to figure out how to come to terms with the formulas on Excel and creating presentations on PowerPoint. 1994 was, however, the year the first banner ad appeared, and the age of digital…

“A game changer.” These were the words of Brenden Rolston, managing director of personalised communications marketing agency ActionHQ, to describe Fuji Xerox’ Iridesse Production Press. Rolston was presenting to industry professionals at the Marketing Association; explaining the possibilities and capabilities of the press for creatives and clients. Opening the session, the Marketing Association’s chief executive Tony Mitchell explained the invitation pack, sent out six weeks previously, containted elements produced on the Iridesse, displaying the print embellishments the press is known for. “It had a whole different feel, a different look,” Mitchell explained. “The graphics and print quality had a whole lot of outstanding cut-through.” Rolston and the Action HQ team had a Fuji Xerox machine but it was due for renewal. “Fortunate for me, new technology was coming along. I…

This revelation was a concern to hear from some of New Zealand’s most senior marketers. These were talented marketers and marketing’s core purpose is growth, so understanding what is or isn’t going on here is of great interest to us all. Marketers delivering on the promise of growth is important to the profession, businesses and the economy. The Marketing Association partnered with Qrious on this research project to understand what successful businesses are doing from a marketing perspective and to provide insight to allow other marketers to re-calibrate their efforts and gain the support needed from their c-suite for investment. We wanted to know from senior marketers what was on their minds, how their businesses were performing and what initiatives they are planning. The output was intriguing with only 27…

Okay, it’s taken a while. But after 155 years as a pioneer of strategic advertising, 61 years developing data driven marketing and 19 years building some of New Zealand’s finest digital platforms, we thought it high time to bring our diverse talents together. So from today, you’ll find all the deep expertise you’ve come to expect from J. Walter Thompson, Wunderman and Heyday working seamlessly together under one roof. Why? To help your business grow by creating genuinely connected and consistent experiences across an ever expanding array of consumer touchpoints. If you’d like to find out how our new start-up can inspire growth for your business, talk to our CEO Luke Pierson on 021 623 425. In your own time. + WUNDERMAN THOMPSON…

On how Staples VR made its mark on the market I started in advertising, working at Colenso straight out of film school. I was working as a TV editor and realised I wanted to have a bit more creative freedom so went overseas and learned things like drone and gimbal operating, which at the time didn’t exist here. When I moved back I founded Staples Rentals, an emerging technology rental company. It was using new equipment that moves the camera differently or enables different types of storytelling. Crews really wanted to learn it, but couldn’t afford to buy these individual pieces of kit. Whereas if we bought it and other people used it, it made more financial sense. It spiralled out of control, because after the people started realising we…

THE CHALLENGE For the last 13 years, Tui has been a problem child for DB Breweries. And while that idea might bring to mind complaint-generating ‘Yeah Right’ billboards, the problem was in its sales. Though Tui holds the highest brand equity for any New Zealand beer brand, market-leading saliency and the highest rate of spontaneous awareness, this brand health success wasn’t transitioning into brand sales, as its volume has declined ahead of the mainstream beer category. To combat that, it had launched seven previous beer innovations with significant marketing investments that had failed to capture market traction, with all being deleted not long after launch. Meanwhile, what was capturing market traction was the RTD category, with Lab360 Loyalty Data showing existing Tui beer drinkers were spending three-times more on RTDs…

THE CHALLENGE In 2018, Monteith’s was marking 150 years. But it wasn’t all celebrations as changes to the craft beer market were seeing total craft growing at nine percent (volume), while Monteith’s was declining at -3.5 percent. With craft helping consumers fall back in love with beer, one of the challenges Monteith’s faces is to drive consumer penetration and re-recruiting as many people as possible into the category. The brand also plays a key role in the strategic growth of DB’s beer portfolio as research by Lab360 indicated that once consumers started purchasing craft, their premium purchases also increase. If DB could strengthen its craft portfolio, it would also drive growth within its premium portfolio that was led by Heineken. Another insight showed when it comes to craft, there are…

THE CHALLENGE Although Tonkin + Taylor (T+T) almost doubled its workforce in eight years, the firm’s internal communications were at breaking point. Communication of information across the business was languishing, exacerbated by factors such as challenging workloads and outdated communication methods that no longer served this large and diversified organisation. THE RESPONSE T+T established an ‘Internal Communications Working Group’ comprising representatives from all offices (Auckland, Hamilton, Tauranga, Wellington, Nelson, Christchurch and Melbourne). To achieve diversity, it included all disciplines (engineering, science, planning, IT and business support) and made sure that all ages and levels of seniority were represented. The Working Group identified preferences, analysed feedback from the Client Experience programme and drew on the Beaton Benchmark 2018 results and research for insights. The results guided a strategic re-launch of the…

THE CHALLENGE It’s more than just your typical client and media agency relationship, with Whittaker’s engaging MBM on decisions from its inception, through to setting targets. Whittaker’s has to ruthlessly prioritise to ensure impact and stay true to its collective mission and MBM are the guardians of this. And as a local operation up against the strongest global chocolate brands on the planet, ultimately Whittaker’s is forced to act differently within its fiscal constraints. Whittaker’s challenge MBM to deliver an idea that holds 10 percent terror – and MBM constantly deliver. THE RESPONSE Like all strong marriages, Whittaker’s and MBM agree on the things that matter – both aware that getting stuck in a middle ground between premium and a discounting game is dangerous territory. Together they set a vision:…

THE CHALLENGE Operating in an extremely competitive market with four major multinational competitors who have much deeper pockets and significantly more resources, Whittaker’s knows what a challenge is. Founded by James Henry Whittaker, the company is run by his grandsons, Andrew and Brian. It’s a beans to bar company that controls the whole manufacturing process. Whittaker’s is always looking to find smarter solutions to build its brand long-term as opposed to short-term pricing objectives to gain market share. It has to ruthlessly prioritise to ensure impact and stay true to its collective mission because ultimately, it is forced to act differently within its fiscal constraints. In recent times, a real challenge for Whittaker’s has been the competition starting to mimic its approach. However, it prides itself on its speed to…

THE CHALLENGE Seen as just another insurance company that’s old, traditional, and a struggle to deal with, Tower Insurance had some work to do. The insurer has a 140-year-old history in New Zealand, having started in a Kiwi pub bya bunch of mates who decided they were fedup with overseas insurance companies taking advantage of New Zealanders. They believed Kiwis deserved better and it was time to reawaken that belief. Since then, the company has undergone substantial changes in structure and management direction but that challenger spirit remains at its heart. In order to change perceptions, it had to dig that spirit back up. THE RESPONSE To break away from the crowd and undo damaging brand perceptions, Tower needed to make things simple – from its process to customer interaction…

THE CHALLENGE In 2018, The Edge radio enjoyed a large cumulative audience number, but a not so strong time spent listening (TSL) rating. Capturing the target audience of 15- to 35-year-olds is doable, but reasonably challenging so with a padlock and willing announcers, it created an epic campaign to create intrigue and capture the audience’s attention. THE RESPONSE Dubbed ‘The Edge Safe House’, the campaign saw announcers locked in a house somewhere in New Zealand. Clues were released for listeners to find them and with them, a wad of cash. As well as reaching audiences on radio, the campaign seamlessly transitioned from on-air to online and other marketing spaces to engage the audience across multiple touchpoints. One of these spaces, a dedicated Facebook page called ‘Where is The Edge Safe…

THE CHALLENGE There are monumental changes happening retail and Mitre 10 joins its retail peers in facing new threats and challenges. Having been in the market for 45 years, Mitre 10 knows it needs to continuously differentiate itself to give customers a reason to shop and keep coming back. THE RESPONSE The retailer identified an opportunity to leverage its partnership with Air New Zealand’s Airpoints programme to be the first retail partner to offer in-store Airpoints Dollars redemption across all products. The proposition became: ‘At Mitre 10, you can earn Airpoints dollars and you can spend them here too.’ When the idea was proposed to store owners, they saw it as an opportunity to grow customer loyalty – and to make sure that happened it surveyed Airpoints customers through research…

‘An urbane Englishman’ is how The Listener described Philip Poole and there’s no doubt the marketing industry would disagree. Having spent 17 years working for Unilever across South Africa, Thailand, and England on Rexona, PG Tips, Persil and Sunsilk he then launched the Dove brand into New Zealand and changed the bathing habits of teenage boys forever with Lynx. His Unilever work was followed by four years as the marketing director for NZ Lotteries Commission before he joined Whittaker’s in 2002. Career highlights include leading NZ Lotteries to receive the Best of the Best Global Award and hiring Nigella Lawson for Whittaker’s. But it’s not just been a famous face that Poole’s added to Whittaker’s. Leading its marketing, he’s helped grow it into a global business with 150+ products, 160+…

If international examples have taught us anything, it’s that when it comes to brands celebrating diversity and inclusion, showing up is easy, but institutional change is hard. Brand campaigns that miss the mark quickly become labelled tone-deaf, and if intentions are anything other than genuine – they will be categorised as tokenism or merely lip-service. In 2017 when Pepsi produced the ‘Live for Now’ campaign featuring Kendall Jenner offering a can of Pepsi to riot police during a ‘protest’, the reaction was one of disbelief. The sanitised scene appeared to imitate the Black Lives Matter movement, and while originally planned as the hero spot to a global campaign, the video was pulled after one day – but not before garnering worldwide attention. Pepsi’s campaign was not only an over-simplification of…

Data Data everywhere and not an insight in sight Most businesses have no shortage of data. But data only has a value if it’s converted from a raw number into an insight which then supports an action. Data Insight helps businesses create actionable insights and importantly, link data to commercial outcomes. Whatever your strategy, whether wanting to grow customers faster, reduce churn and cost, or make important strategic business decisions to deliver customer centricity, all the answers lie in the data. This is the value creation Data Insight specialises in. Creating Value from Data Understanding how to link data to a business problem, the depth and detail, the best way to uncover the knowledge and insights and then delivering this as a visual, a story or a fact-based strategy, requires…

Earlier this year, behind a set of red doors at Auckland’s Las Vegas Club on K-Road, Asahi brought its ‘#EnterAsahi’ brand platform to life with Akai Doa 2.0, the second round of a popup restaurant delivering an unconventional dining experience. But not only was it an unconventional dining experience, creating a restaurant is far removed from traditional one-way advertising, such as a TVC or billboard. #FOMO Akai Doa 2.0 was open for three months with three sittings a week and to make its presence known, Auckland’s city streets were adorned with portal-like posters by Phantom Billstickers. Generating an engaging experience in themselves, the portals opened to reveal a bag containing either a custom t-shirt or pair of shoes, or tickets to Akai Doa. When the posters went up, influencers were…

For many years, marketers identified themselves as advertisers, responsible for promoting the company – broadcasting a message and convincing people to buy their brand. While advertising is still an important part of marketing, the playing field has become much more complex. From then to now Marketing used to be a side effect. We had a factory, it was busy. We said to the marketing team, ‘here’s some money, go sell average stuff to average people’ – that’s not true anymore. Marketing is the core of what we do. Marketing is the story you tell, who you’re telling it to, why people are going to buy. It’s the center of the universe. Before the digital age, people had more time to listen and fewer brands were vying for their attention. Trust…