Thinking B2B: Mediating between sales & marketing

by Warren Moss (@warrenmoss) One of the most-common issues I see in B2B organisations worldwide is the strained relationship between the B2B sales and B2B marketing teams. This divide is a major problem and, the wider the gap, the more chaos there is within the organisation — and it’s ultimately completely counter-productive and unnecessary.

As marketers, we tend to look at the problem from a marketing perspective, thinking about what’s ‘wrong’ with the sales teams and looking at how those issues may be addressed to bring them in line with our thinking. We seldom take into account how sales teams see marketing. That means we’re trying to fix what we think the problems are without taking the time to understand them from both sides.

Typical complaints

When I consult with marketing teams, the typical complaints about sales teams centre on a perceived lack of respect, the discounting of the strategic value that marketing brings to the organisation and the idea that the sales team only approaches marketing for help when it’s time to create something (eg run an event or produce branded merchandise). With this disconnect in mind, I’ve started to talk more to the sales teams about their perspectives, and have uncovered a few interesting things worth considering.

First, much frustration comes from the time that it takes marketing teams to deliver on sales requests. The sales team rely on the marketers to produce many things, sales collateral being an example — the things that help them sell and solve customer pain points on the purchase journey. The longer it takes to develop and deliver these, the higher the chance that they’ll lose the sales opportunity. It’s common for a sales team to request collateral for a big presentation and then not receive it in time. Aside from the frustration of the missed deadline, this also increases the perception that marketing adds no real value. The sales team also then often take matters into their own hands and create their own decks and collateral, driving the wedge between the two sides deeper.

The solution to this is simple — but it’s still one that eludes most organisations. There needs to be stronger communication regarding priorities, and the negotiation of realistic deadlines which need to be adhered to.

More inclusive

The feeling from the sales side is that the marketers are largely arrogant and ignorant of the nuances of the sales space. The feeling from the other side is often largely the same! This is unhealthy and not conducive to doing good business. The answer lies in a more-inclusive relationship: not only should the sales and marketing teams work on getting more face-time but marketers also need to attend pitches and sales training to help them understand what the sales team need at the coal face of the organisation. Direct and honest communication is the quickest way to resolve the issue.

When B2B sales teams feel that marketers don’t add value to the process, that’s largely the fault of the marketers themselves. When sales comes to marketing and asks for something to support it, the response is usually “sure thing”. Even though we’re really good at engaging with agencies and doing research, we act largely as service providers; there’s no interrogation of the requirements or collaboration on its development. It’s not about pushing back — it’s about being proactive in finding solutions and demonstrating the strategic value marketing teams can add by truly engaging with the requirements.

Only when we get this right — and there needs to be a willingness from both sides — will a B2B business see truly exponential growth in its results.

 

Warren MossWarren Moss (@warrenmoss) is the CEO and founder of Demographica, a multi-award winning full service agency that specialises in the B2B category. He has been chair of both the Direct Marketing Association of South Africa (DMASA) and the Assegai Integrated Marketing Awards (Assegais), as well as the only African to judge the B2 Awards, which recognise the top performing B2B marketers in the world. Warren contributes the monthly “Thinking B2B” column, which looks at the latest trends in B2B communications and explains why it is fundamentally different from B2C comms.

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Masterclass Notes: What marketers want in the new decade

by Johanna McDowell (@jomcdowell) The January 2020 marketers’ masterclass was a panel-led discussion with five leading marketers and 43 representatives from 22 different agencies. I facilitated the discussion with a selection of prepared questions while also inviting queries from the audience.

The panel comprised:

  • Khensani Nobanda, Nedbank group executive: marketing and corporate affairs
  • Lance Coertzen, Twizza group marketing manager
  • Meredith Kelly, Volkswagen South Africa head of marketing
  • Katleho Mahapa, Hyundai marketing manager
  • Carla de Quintal, Macsteel acting group marketing executive

Past

Before we looked forward, we reviewed the big changes of the last decade, which were:

Future

Then we looked ahead to the new decade and the role of marketing and the marketers themselves within the organisation:

  • Building trust and credibility of marketing within the C-suite
  • Marketers want to be able to rely on their agencies more as their agencies help them and their companies to look outwards
  • Agency leadership must be available and open to discussion with marketers

Measurement

Should we be measuring everything now that we can? How quickly should measurement take place and which measurements really count, sales or brand equity? Sales may be measured overnight while brand strength may only be measured over time.

Brand reputation

Brand reputation has become much more important. Belief in a brand is now critical in terms of being relevant in today’s society and market — brands need to have roots. Agency support in this area is vital.

Budgets

Marketing budgets have not declined. But there has been a shift in spend: there’s much more media spend so that consumers are reached and less on production. This has an impact on creative agencies and their production partners.

More is going in-house as clients build their own in-house teams for more basic production work, digital and even media.

Agency-costing models ie resource- and time-based have to change as they’re no longer useful. Moving to output-based is more reliable for marketers and easier to justify within procurement and C-suite structures

Proactive

Proactive thinking by agencies is great to have and marketers welcome it but agencies must ensure it’s relevant. They also need to be nimble in that thinking

Sponsorships

Sponsorships have to be strategically valuable to the brand or business. Is the role of sponsorship building the brand or creating sales? Is it locally relevant? Does the marketer have naming rights ?

Procurement

Procurement is not only about price but also about payment terms. Procurement is very influential so agencies must do their best to help marketing and procurement — three-way win!

Planning

What is long-term planning in this day and age? Generally, plans are made for five years and budgets are planned over 12 months. Agility is, therefore, essential — stick to the plans but remain flexible — being able to respond to new market entrants is essential for marketers.

The auto-industry plans 10 years ahead but also has to build in flexibility.

Tips for agencies

And, finally, there were some tips for agencies, one from each marketer:

  • Make sure that you understand the client’s business — really! Don’t fake it
  • Understand the local market dynamics: be at the cutting edge of transformation
  • Be on the journey together with your client: marketers don’t want to feel or be alone
  • Creativity drives business results: don’t be afraid to push that and prove it
  • Be a real business partner with your client: help the marketer ‘sell’ the marketing/advertising solution to his/her board.
  • Focus on changing the agency-costing model: it’s obsolete and a hindrance to real growth.

See also

For more

 

Johanna McDowell and César VacchianoJohanna McDowell (@jomcdowell) is MD of the Independent Agency Search and Selection Company (IAS), which is partnered with the AAR Group in the UK. Johanna is one of the few experts driving this mediation and advisory service in SA and globally. She also runs the IAS Marketers Masterclass, a programme consisting of 10 masterclasses (up from eight) held in Johannesburg (now at GIBS). Twice a year she attends AdForum Worldwide Summits. She contributes the regular column, Masterclass Notes, which aims to help marketers and their agencies, to MarkLives.com.

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Fair Exchange: How to reenergise your marketing mojo

by Erna George (@edgeo23) When you give it your all, you certainly start feeling it after a long stretch of being on the go — think how you feel about the end of November. At these points, you need some time out to rebuild and reenergise so that you have something in the tank, not only for yourself but also for your career.

With things getting ever busier, tougher and more serious, mini-renewals are critical, especially when it sometimes feels as if room for flair and fun has been lost. In this age of being busy, what do you need to give yourself to keep progressing positively, to feed your creative side and the part of you required to keep going and get the max score on the board?

Feeding the soul & creative mind

We all agree you need ‘time out’ of the fray to have time to think; strategy and creative take thinking time. Nurture your thinking self by stepping out of the crazy or doing things differently. Spend a work day at your agency, go on immersions and execute or even drive a different way to work to renew your brain power and spirit. End a crazy day at a vibey youth hotspot or experience an early morning breakfast at an inspirational space. Not too long ago, I went to a small coffee spot before a meeting and, with all the high-school traffic (quite different from the start of my days in Grade 8–10), I heard and saw so many interesting tidbits, learnt so much and the day just seemed to have more momentum.

Consider booking an external creative workspace — there are so many to choose from. Seeing things differently or getting your brain out of linear thinking helps you see opportunities, and the mark of a great marketer is being a growth hacker. Is there a creative course you want to do? Plan escapes, mind-twisters or learning moments into your diary or annual plan to have the inspiration to keep going and be better at marketing.

Keep the crazy & admin at bay

Alert! This requires planning and organisation, and I don’t want to dwell on this as admin excites me about as much as missing dessert forever! End on an admin-high (all done and prepared), whether it be the end of the day, week or year. This makes the start of the next so much more manageable and fun. If you get your admin work up to scratch before heading off on leave/week one (at least) or choose a day in the week to do this, you can plan time in for connecting or escaping as mentioned above.

You will have to find what works for you — I actually found a great organisation planner on Pinterest just recently that has made life tons smoother. Try to touch things once which requires the right processes. For email, answer it, forward it or put it on your list of things to do. This way, you don’t mark it unread and have to reopen it, only to have to decide what to do all over again. Keep data organised. Save files with intuitive names and keep important data at your fingertips for easy access. Perhaps capture key items in a growth playbook that you carry with you to immersions and meetings? Keep stakeholders comfortable so interruptions are proactively managed — if I miss a status with my boss, I try to send an email update at the end or start of the week which leaves him comfortable and ensures we’re aligned. Share ideas on how to get this done smartly and out of the way. Armchair marketers who aren’t connecting to their consumers, manufacturing and sales teams etc will be less effective.

Find your dream

Determine what kind of marketer you are aiming to be.

When last did you think about what you want for your career and what do you need to go after it? Too often I hear the question, “What is the business plan to build my capability and my progression?” When I ask what is wanted, the answer is often “to grow and be promoted”. To be promoted to what? Which aspect of marketing? What do you have to offer (your expertise and passion) and what do you want to be part of? In short, what’s your natural profile and what areas are you most drawn to? (There are fmany quizzes online that you can use for this).

Marketing has expanded into so many areas and you need to explore, understand and determine what your progression is right for you. Construct your career so you chase the tasks that will build this. This way, you won’t get itchy feet; you’ll be able to the balance the frustrations (which exist in every workplace) as you will be getting what feeds your spirit. Think about what fascinates you — sustainability/purpose/direct contact with consumers/high digital/big data and strategy/content and messaging over media/being a strategist, managing others or focus on execution and so on. When a new opportunity comes your way (internally or externally), you can measure it against what you’ve determined is your pathway through the world of marketing.

Leading your team

As a team leader, it’s helpful for me to know my team members’ proficiencies and gaps but it’s game-changing for me to know what they want. This way, when opportunities arise, I can channel the right projects to the right people.

As a marketer, you’ll be able to know what to ask for in your development plan, how to channel your reading or choose what to study to boost skills. Knowing your story and writing your future is a vital part of being satisfied at the end of every week, helps you find your edge and may maximise your time in the business you’re in or help you plan the right exit, rather than blipping all over the place.

Make things fresh as often as possible so that you may grow and be energised to grow your brands in the right marketing industry for you. Here are three ways:

  • Feed your creative soul: on digital, direct to consumers or simply making yourself see or thinking differently
  • Keep admin under control so you’re focused on the growth agenda
  • Set your own growth agenda to match your expertise: this helps your own career and the organisation you’re working in building capability and nurture your specific talent.

 

Erna GeorgeAfter starting at Unilever in a classical marketing role, Erna George (@edgeo23) explored the agency side of life, first as a partner at Fountainhead Design, followed by the manic and inspiring world of consultancy at Added Value. She has returned to client-side, leading the marketing team in the Cereals, Accompaniments & Baking Division at Pioneer Foods. Her monthly “Fair Exchange” column on MarkLives concerns business relationships and partnerships in marketing and brandland.

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EXCLUSIVE: Campbell moves from HelloFCB+ to Machine_

by Herman Manson (@MarkLives) Robyn Campbell (@robynpony), managing director at HelloFCB+, is joining Publicis Groupe Africa-owned ad agency, Machine_, on 1 May 2020 as its new MD overseeing both the Cape Town and Johannesburg offices. She will be joined by Lindsey Rayner (@lindseyrayner) as the new Jozi managing partner.

Campbell’s appointment follows the departure of Gareth McPherson, who became Virgin Active chief marketing officer on 1 March this year. She’s spent 12 years at IPG-owned agencies Hellocomputer, FCB Cape Town and finally the merged entity, HelloFCB+. She is also the head of the IAB SA agency council, which aims to uplift industry standards and education between all members and industry stakeholders.

Senior leadership support

Lindsey Rayner
Lindsey Rayner

Rayner has been leading Samsung South Africa‘s mobile and consumer electronics business for ad agency, Cheil South Africa, for the past year. She has worked on large brands throughout her career, including Coca-Cola while at FCB Joburg, and the lion’s share of her career so far has been spent with specialist agency 34° (now part of  King James Group SA), first in Cape Town and then as Joburg deputy MD. Rayner will focus on providing senior leadership support, following a growth spurt for Machine_ in Jozi.

On Campbell’s departure from HelloFCB+, whose integration she has been overseeing during the past year, she says that, although she loves and holds great adoration for Nahana Communications Group/FCB Africa, the time is right for a new chapter in her career. So, when McPherson reached out to her about a possible move, she was immediately intrigued about the possibility of joining an agency she admires and whose people she likes and respects.

According to Campbell, she brings to Machine_ an open-minded, problem-solving mindset. The agency under her will continue to create knowledge-driven value to marketing partners, she says, helping empower business through agency tools.

“Stay closely tuned”

“My goal is to stay closely tuned to our client’s needs and their business problems,” she says. “Having a clear vision on what value we can add to their businesses is key to our future plans. As we continue to journey through local and global changes and challenges, we will look to adapt the business to deliver more-valuable, -effective and -innovative solutions that entrench us as valued marketing partners.”

Key Machine_ clients includes Heineken, Sanlam, RCS, Emirates Airlines, Pernod Ricard and Ponds.

See also

 

Herman Manson 2017Herman Manson (@marklives) is the founder and editor of MarkLives.com.

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“I want to win a Gold Lion” — WTF?!

by Leigh Tayler (@LeighAnneTayler) They say money makes the world go round; if you live in adland, though, you might counter that it’s awards that keep us turning on our little axis. Yet, when an idea wins an award, it’s overcome serious odds to do so.

We all love a good awards season. Even the most cynical and jaded of us can’t help but smile smugly when we receive a little bird, a pencil or, best of all, a lion. The pride and satisfaction these awards give can’t be attributed purely to narcissism; it’s also the pure delight that your idea-baby grew up to win, despite the changes of doing so being so small.

WTF?! moment

This brings me to my “WTF?! moment”: when someone — be it a client or agency person — glibly states that they want a campaign that will win a Gold Lion.

This expectation is problematic for several reasons.

Let’s begin with the stats. The likelihood of any campaign winning any Lion is slim. According to Simon Cook, Cannes Lions International Festival of Creativity VP creative excellence, “[j]ust 1.7% of the many thousands of pieces of work judged win a Bronze [L]ion. 1.13% win a Silver, only 0.78% of the work win a Gold.” Anyone with even a basic understanding of probability will see these as extremely bad odds.

The next thing to consider is the brief. How many objectives is this creative solution expected to deliver upon? How many mandatories have been dictated? Is the target market single-minded? Is one key benefit of the product highlighted that is both semi-valuable and semi-distinctive? Does the target market have a specific and/or novel unmet need?

Brief expectations

If the expectations is an idea that will win a Gold Lion, the brief needs to support that end. It needs to be single-minded, insightful and clear-cut.

Imagine, despite the odds and from a one-in-a-thousand brief, a promising idea is born. An idea that the agency is very excited by, an idea it is certain will win all the statues. The first hurdle at this point is whether or not everyone “gets” the idea. Not all of us are able to envision what an idea-fetus will look like when it’s all grown up. This requires massive levels of trust, especially as it may be hard to understand why this idea is so exciting to the creative team and, even more often, it’s hard to imagine pulling the idea off.

The next challenge is not disfiguring that idea as it matures through the various processes on both client- and agency-side. The integrity of the idea must remain, the intention can’t be warped and the idea can’t be overcomplicated. The soul of the idea must be protected at all costs. This takes a team of people who’re equally committed and accountable for ensuring the idea doesn’t get lost in the details and processes.

Almost mythical

So, the next time any of us are tempted to let this “WTF?! moment” rear its golden mane, remember that what’s actually required is almost mythical in its scarcity — a single-minded and nurtured idea that uses extraordinarily creative ingenuity to solve a precise problem and has overcome compliance, budget and complex internal processes to beat the odds of a less than 1% chance of winning Gold at Cannes.

PS A closing thought to ponder: Should we in adland be aiming for awards? Surely these are by-products of what ought to make our little world go round, the opportunity to use creativity to solve problems and, in so doing, maybe, just maybe, make the real world a better place? Perhaps we should be aiming for Nobel prizes instead of birds, pencils and lions.

 

Leigh TaylerLeigh Tayler (@LeighAnneTayler) is the strategy director at Joe Public United. During her career of more than 12 years, she’s worked in just about every imaginable category and has fostered a well-rounded and instinctual approach to strategic thinking that she applies at every level, from big brand concepts to last-mile moments of truth. Leigh contributes the new monthly column, “WTF?!”, which highlights the things one might hear within an agency or be asked of in briefs, to MarkLives.com.

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Media Redefined: The death of oversharing

by Martin MacGregor (@MartMacG) The ability to share everything everywhere has driven the social media revolution. A new maturity is taking hold and the trend is back to relevant sharing in more-intimate communities. What does this mean for brands?

Facebook is all over this and Mark Zuckerberg recently commented, “Our digital social environments will feel very different over the next 5+ years, re-emphasizing private interactions and helping us build the smaller communities we all need in our lives.”

Misuse

Everyone who knows me knows I don’t like WhatsApp groups. I like the idea of them but their misuse causes me much irritation.

In the old days, when email was the only thing there was the scourge of unnecessary reply-alls. It feels insignificant these days, compared to what social media has wrought. Now, WhatsApp groups set up for a specific reason stray very quickly from their lane. It often feels as if some people see them as an open invitation to sharing whatever is on their minds to as many people as possible. My pet hate is happy birthday messages. Is there anything with less meaning than a birthday message on a group? If you need a reminder and are too lazy to message directly, what’s the point?

Thankfully, friends who used to post every minutia of their lives on Facebook have diminished as even they realise that no-one is really that interested. And a like has very limited currency.

I have access to my teenage son’s Instagram account and I can already see how obsessively curating and editing is forming all the content. Anything irrelevant and posted without thought and meaning is very likely to be embarrassing.

Good news

It may not seem so but all of this is good news for brands.

Digital advertising up until now has mirrored the oversharing approach: try and reach as many people as possible with whatever message and hope that the 0.5% who aren’t annoyed will click. The shift to smaller communities that are understood should result in the ability to target in a much more meaningful way.

Relevant messages to relevant people at a relevant time.

We may finally be closer to a digital advertising model where it might actually be possible for a brand to make an impact.

 

Martin MacGregorMartin MacGregor (@MartMacG) has been managing director of Connect, the M&C Saatchi media agency with offices in Johannesburg and Cape Town, since 2012. He has spent 22 years in the industry, having previously worked at Ogilvy and been MD of Nota Bene (now Wavemaker) in Cape Town. Martin contributes the monthly “Media Redefined” column, in which he challenges norms in the media space, to MarkLives.com.

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Curiosity: Crosswords & crossroads

by Marguerite Coetzee. Play. It’s something we associate with childhood, somewhat carefree and careless. However, there’s more to it. Games usually have rules and rituals attached to them which make them far more complex than mere child’s play. Games are reflective of both the players and of the times in which they are played. Social life is reflected in play.

Game theory

In the world of companies and commodities, game theory is often applied to understand scenarios involving:

  • participants, such as consumers or competitors
  • strategies, such as finite or infinite, and
  • objectives, such as achieving reward or avoiding punishment

A common problem we see arising is that businesses often play a “finite game” (having a definite end-goal in mind) but need an “infinite strategy” in order to survive long-term (having options not restricted by time or resources).

The crossword puzzle is a multifaceted game. It was conceptualised at a time in which society was undergoing drastic changes: 1913. Emerging from the Victorian era and into the cusp of war, the crossword has survived economic depression, political conflict and the distraction of technology. What’s its secret? It speaks to the perpetual human need for leisure-time. The idea of work-life balance is not all that foreign to pre-21st century life. Crosswords have long been a reflection of society, enabling us to trace the development of both culture and language over time. Clues assume a shared knowledge and experience. Participants are expected to draw on these information reserves in order to respond to the clues.

Playground

Originally, the crossword puzzle was developed to test intellect and knowledge, in a somewhat amusing manner. It’s since been shaped by the consumerist desire for engaging entertainment. People want to interact with content, not simply be passive viewers. Even though puzzles of this nature are often associated with an older population — think of the generation that grew up with newspapers — they are gaining in popularity among youths who yearn for a past they missed. So-called ‘digital natives’ or ‘digital dependents’ are reviving ‘retro’ past-times in an attempt to have more IRL (in real life) experiences. The past is a playground that gives them this freedom from technology.

A successful crossword puzzle is ‘creative, clever, and current’. It is about exercising your brain, escaping from daily responsibilities, and passing the time. Ford, intentionally or not, recognised the value of connecting with consumers through something that mattered to them: leisure time. The multinational brand had been part of South Africa’s motor industry since 1923 — 10 years after the crossword was introduced. In the late 1950s, a local newspaper printed a crossword puzzle. The sponsored prize was a Ford Consol. My grandfather filled in the puzzle and, when he reached the final clue, he thought he would write a humorous answer to make my grandmother smile. What was it? “Mary would be really sad to lose this: L _ M B”. The answer he wrote? “LIMB”. He won the car.

What?

Social life is reflected in play. What we do with our leisure-time is an indicator of why, when, and how we escape from daily pressures.

So what?

The need for work/life balance is a timeless — and evolving — human need that businesses and brands could adapt to in order to remain both relevant and meaningful.

Now what?

Pay attention to different forms of escape, and identify the triggers, drivers, and behaviours playing out. These could be the points in which your brand or business plays a role in the life-steam — not simply the consumer journey — of the people you wish to connect with.

 

Marguerite de Villiers Marguerite Coetzee is a senior strategist at Instant Grass International and an anthropologist, artist and futurist who provides research and insight services through Omniology. “Curiosity“, the latest series in her regular column on MarkLives, explores the hidden and obscure histories, stories, and experiences of things in South Africa.

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Extract: How to Tango with a Tiger — Sarah Ritchie on difficult clients

MarkLives (@marklives) is running four extracts from New Zealand client and agency specialist Sarah Ritchie‘s second book, “How to Tango with a Tiger: a marketer’s guide to working with creative communications agencies“, over several weeks. Here’s the third, “Are you a difficult client?”

Sarah Ritchie's How to Tango with a Tiger book coverTrue agency story

I had dealt with plenty of difficult clients and difficult personalities — it’s an accepted part of an Account Manager’s job. I was not, however, prepared to deal with a person who conducted business in a somewhat ‘unhinged’ manner. Let’s call this particular client ‘Miss X’.

We were asked by Miss X to prepare a suite of collateral for an upcoming event. The timeline was tight, but we knew we could complete the work if both Miss X and our agency met specific parameters.

We knew that Miss X tended to be opinionated, unpleasant, changeable, indecisive, abrupt, and not afraid to speak her mind. However, we felt the full fury of Pandora’s Box when we presented a video concept that Miss X did not like. In exchange for meeting Miss X’s brief, budget, and timeline, our account management and creative teams received verbal abuse to the point where Miss X made one of our team members cry.

Unfortunately, this display was the icing on the cake of similar (though less explosive) dealings with Miss X.

As the most senior Account Manager on Miss X’s account, the Mother Bear in me wanted to protect my team from further abuse and kick this client to the curb immediately — project unfinished. However, I knew we needed to assess the situation as objectively as possible, so we called an emergency team meeting.

Putting our boiling emotions aside, we asked ourselves some tough questions:

  • Had we (the agency team) done anything to inflame the situation?
  • Was our creative sub-standard (did we ‘deserve’ all or part of the response we received)?
  • Could we have managed this client better through the creative process?
  • Could we have done a better job in creating realistic expectations?
  • What was this client worth to us in both past and ongoing agency revenue?
  • What would be the cost to our agency (word of mouth and monetary) of aggravating Miss X by withdrawing our services with the project unfinished?

After our analysis, we could see that the situation was neither clear-cut nor all Miss X’s fault. There were parts of the process that we could have handled better, but that still did not excuse the appalling and unjustified treatment that our team received.

We decided to finish the suite of collateral that we had promised to create. The consensus was that the potential for negative word of mouth was not worth jeopardising our reputation. Besides that, we wanted to make sure we got paid every cent that we were owed.

The revenue from Miss X was neither substantial nor regular, so the jury is still out whether we’ll agree to work with this client again. If (and it is a big if) we did, we would radically change the way we worked with her:

  • Constraints would be tighter.
  • Reverse briefs, quotes, and timelines would be more detailed.
  • We would request that we dealt with another member of staff rather than Miss X. If that would not be possible, then client contact would be made by one senior-level Account Manager only (Miss X would not be allowed within 10 feet of any junior or creative staff).”

(Sarah Ritchie, Author)

by Sarah Ritchie. Account Managers would say that their work is a breeze — that is until you put clients into the mix. Just when they think their work is black/white, up/down, on/off, clients will add an element of unpredictability and complication.

Some clients can also be ‘scary’ (especially for junior agency staff). They can judge, demand, and disagree, all of which can be intimidating for those yet to grow a thick skin.

For the most part, clients are decent, reasonable, rational people who respect their agencies for being professional suppliers that help their business. However, every so often agencies will come across a client who is rude, demanding, unpleasant, or even aggressive. This type of client behaviour is (fortunately) not ‘normal’, but it does happen.

How do you think your agencies would describe you? Here is a list of various types of ‘difficult’ clients. Do you see yourself reflected in any of these descriptions? If so, do you need to do anything to change that perception?

The Prickly Pear

If you are a Prickly Pear, you will probably be prickly on an ongoing basis. Your agency may not enjoy doing business with you, but they will get used to your ways over time. It’s likely that you have a soft centre, so your agency’s challenge is to find out how to push past your grouchy thorns.

The Whip

Are you usually mild-mannered, yet sometimes unpredictable? For example, your agency is doing its job well; they have a good relationship with you; and are producing great work, yet you may decide to give them a scolding that leaves them reeling.

The Combatant

Do you enjoy being argumentative to feel like a victor and exert a measure of control? This reaction may be because you have little control in another area of your work or personal life, or you like the exhilaration of being in a power position.

The Ticking Time Bomb

Are you the type of client who is changeable and where your agency feels like they are walking on eggshells around you? You may be moody, inconsistent, and explosive.

The Centre of the Universe

Centres of the Universe can come in many different packages.

  • The Narcissist (you have a sense of entitlement and self-focus).
  • The Power Player (you compensate for your feelings of weakness by using status, people and things to feel more important).
  • The Control Freak (you like to control conversations, people and projects to feel good about yourself).
  • The Intimidator (you seek to establish your superiority by instilling fear in others).

The Downer

Downers are negative. You may be closed-minded and refuse to explore alternative possibilities. You may block important conversations because you are stuck in your own mind, ways and opinions.

You may be a naysayer who believes that things won’t work and you are not interested in hearing solutions. You may be ill-tempered; full of resentment; ignorant; or stubborn. All of these personality traits can make getting a project or campaign off the ground or out the door extremely difficult.

The Complainer

If you are a Complainer, you will be continuously hard-to-please, and love to complain about many and little things. If an agency knows that you are a chronic Complainer, then they will likely cover themselves against any unnecessary complaints and additional author’s alterations by invoicing you for the extra work, or padding out quotes with ‘danger money’!

An agency response

One school of thought would be to let clients say and do whatever they want and take whatever treatment they get on the chin. Another school of thought would say that being spoken to disrespectfully is unacceptable and that action should be taken. As with many opinions, somewhere in the middle will usually lie the best way forward.

If you are difficult or unpleasant to work with, your agency has the choice to either continue working with you or to cease working with you. Assuming that your work is profitable to your agency, then agency management will most likely take the route that generates the most revenue and expect their staff to harden-up, bite their tongues, and get on with the work.

However, there is a difference between a client being unpleasant, and one that is being abusive or aggressive — which is never acceptable and should not be tolerated. If you fall into this category, then it’s highly likely that your agency will stop working with you.

R-E-S-P-E-C-T

If you tend to lean toward one of the personalities listed previously, then that is going to put undue pressure on your agency partners — thus making their already-challenging job that much harder.

Relationships are never easy, so the more you get to know how each other ticks, and how both your businesses operate, the more trust and respect will build up over time. This understanding should ultimately reduce the amount of friction that you may feel, and how you choose to respond when things don’t go quite to plan.

See also

 

Sarah RitchieNew Zealander Sarah Ritchie, founder of AM-Insider.com and author of award-winning “How to Wrestle an Octopus”, shares her wealth of experience from a 25-year career in advertising and design agencies, as well as insights from over 1 100 interviews with marketing and advertising professionals from 30 different countries, in her second book, “How to Tango with a Tiger: a marketer’s guide to working with creative communications agencies“, available now on Amazon. “Extracts” is a MarkLives column featuring excerpts from books and research relevant to advertising, marketing and related industries.

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Brands & Branding: Exploring femvertising & brand resonance

by Mikayla Erasmus & Joe Mwase, Vega School. Femvertising is defined as advertising that employs pro-female talent, messages, and imagery to empower women and girls. The concept was coined by SheKnows Media to challenge the established practice of negative stereotyping and objectification of women by the advertising industry over many years.

The aim of femvertising is welcomed by some and seen as a brand communication that has a potential for positive social change by contributing to gender parity. Other people view femvertising as a new form of exploitation by companies which are motivated to use female empowerment to sell products, rather than advocate for social change.

Explorative study

This research paper reports on a qualitative explorative study into the influence of femvertising on South African female consumers’ brand resonance.

In today’s current climate, the need for brands to add value to the lives of people goes beyond product attributes or user benefits; it’s becoming increasingly important to consumers globally. It’s the job of communicators to initiate conversations in society by identifying and debating societal issues, thus connecting with customers on a deeper level.

Brands are being held accountable and should therefore make use of tactics such as femvertising to show their accountability. The rise of femvertising in modern media serves as a catalyst into understanding the phenomenon in a branding context. There’s evidence that the majority of women think society’s perception of them is impacted by advertisements, and 90% of women believe advertisements portraying women as sex symbols are harmful. SheKnows Media has concluded that women purchase products because they like how the brand portrays women in its advertising and messaging. One way brands may play a part in social change is to create communication and messaging that doesn’t follow the stereotyping of women but, rather, portrays them in ways which may be empowering to female consumers. Consumers are increasingly taking note of underlying themes and visual cues in advertising and are voicing their condemnations of brands’ messages; therefore, it’s important for brands to become aware of how certain messages affect consumer perceptions and, ultimately, the relationship consumers have with brands.

Brand responsibility

Brands should be responsible for how they depict women and recognise that any brand can be pro-female. Brands are frequently using female-empowering messaging and leverage on this emotional tactic. Brand resonance can play a crucial role in the brand building and equity of a brand; consumers build strong relationships with brands that connect with them emotionally. Taking into account the modern woman who’s a strong advocate for female empowerment and gender equality, the ability of a brand to emotionally resonate with its female target market can result in achieving the ultimate level of brand-building — brand resonance. The ability of a brand to be ‘in sync’ with its consumer is evident in the degree of a brand’s resonance. It is, therefore, important for the brand to maintain its authentic status; this is especially true when brands use social messaging tactics such as femvertising. The brand must ensure that any messaging is seen as authentic and aligns with the core values of the brand. The factor of authenticity is of paramount importance when using femvertising as a communication strategy. It pushes transparency and truth beyond advertising and towards an alignment of the brand with its messaging where consumers want brands to support female business practices within its corporate context as well.

A brand study showed that 50% of purchase decisions are based on beliefs. The new normal for belief-driven consumers is that they will buy, switch or even shun brands based on the brand’s view on controversial and social issues, showing that 30% of consumers are buying or boycotting more than they were [four] years ago. Evidently, brands that ignore social change run the risk of becoming redundant in the minds of the consumer, as they become trapped in a ‘no-brands land’ where they become indifferent towards the brand.

This explorative qualitative study sought to gain insight into how, if at all, femvertising influences the brand resonance of female South African consumers. The study was conducted via a focus group which consisted of seven female South Africans between the ages of 25 and 35 who drive an Audi, or similar car, and are exposed to advertising. The car industry use of femvertising as an advertising tool challenges the norms of femvertising, which is highly prevalent in beauty brands. Car brands need to make use of the concept of social currency in order to remain relevant. Females want to resonate with a car brand that they can identify with, and this is where femvertising plays a role. One of the most-discussed advertisements during the 2017 Super Bowl was Audi’s ad about the gender pay gap, called “Daughter”. It received critical acclaim for identifying and acknowledging a current social issue as it pushed back on gender stereotypes.

Connotations

The researcher first provided a description of the concept of femvertising to the focus group for their general understanding of the term. The first impression was that the messaging was aimed at promoting feminism. However, after engaging with advertisements that make use of femvertising, participants had a better grasp of the concept and its meaning. They noted that femvertising is a form of female empowerment where they believe they are being heard and understood as women, who finally have a voice. Not all consumers who are exposed to advertisements that employ femvertising tactics necessarily encounter the term “femvertising”. Connotations for the term and its root word “feminism” give insight into how consumers currently view approaches to gender roles, and it’s evident that those who’re unaware of the concept have predetermined notions.

After being exposed to adverts with social messaging at its core, in the form of femvertising, many participants argued that brands in South Africa should start using social messaging in their advertising efforts. Social messaging that creates conversation, pushes boundaries and highlights important social issues is lacking in a SA context. Participants said they were more likely to relate to a brand that dives into addressing these issues, as it provokes emotional connections and feelings.

After watching the “Daughter” advertisement, respondents agreed that they appreciated the fact that a brand like Audi, which is usually synonymous with terms such as “sporty” and “elegant”, acknowledged an important issue for women, namely the gender pay gap. As females, they appreciated being heard and respected the brand for dispelling the stigma that girls will never grow up to be equal to boys. Audi was respected more as a brand because it was bold enough to start a conversation. The focus group concluded that they felt proud to be female and more empowered when big brands such as Audi are backing them, and that social change is imminent. The use of femvertising in the advertisement was seen as positive, and showed an increase in brand resonance because the women felt connected to the brand on an emotional level.

Social change

In conclusion, femvertising that shows women breaking stereotypes is empowering and can be an agent for social change. In a broader context, it’s a social messaging tactic, and brands that employ social messaging influence consumers’ resonance with the brand. Female SA consumers believe that femvertising can have a positive influence on gender equality. Consumers deem brands as having the social responsibility to be advocates for social change. They believe that brands have a platform to start conversations regarding social change and have the ability to use their voices for good.

 

Brands & Branding 2019 now available!
Brands & Branding 2019 now available!

Mikayla Erasmus (@miks_e) graduated from the University of Pretoria with a BComm in communication management. She then went on to complete her Honours in strategic brand communication at the IIE’s Vega Pretoria campus. A self-proclaimed feminist, Mikayla is passionate about disrupting the advertising industry by challenging the stereotype norms in the industry and bringing about change for the better.

Joe Mwase is the founder and MD of Ikageng Advisory, which specialises in general management and strategy consulting. He holds both a Master in Business Administration and of Commerce (development finance). Joe’s work experience includes over 20 years in both the private and public sectors in various fields, including general management, economic development, strategy development, corporate and regulatory affairs, stakeholder relations and sustainability.

The article first appeared in the 2019 edition of Brands & Branding in South Africa, an annual review from Affinity Publishing of all aspects of brand marketing. Find case-studies, profiles and brand news at Co.RetailingAfrica.com. Order your copy of the 25th annual edition now!

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SA TV Ratings: SABC 3 — primetime top 20 for Dec, Nov & Oct 2019

by MarkLives (@marklives) The hottest primetime shows on SABC 3 in South Africa revealed: TV ratings for December, November and October 2019.

SABC 3 logoSABC 3, December 2019

Top 20 Programmes All Adults 15+
December 2019 Prime Time 5.30pm—10pm
Adults 15+ years U:36011 S:8163

Source: BRCSA December 2019

Day

Date

From

To

Station

Programme title

Genre

AR

Viewers

Share

Wed 18/12/2019 1900 1928 S3 Isidingo: The Need Soap 2.17 780 561 6.9
Fri 27/12/2019 954 1753 S3 Test Match Cricket:South Africa vs England Spor 1.54 553 260 8.1
Sun 08/12/2019 1830 1927 S3 Safari Live Docu 1.38 497 399 5.5
Sat 14/12/2019 1600 1900 S3 Miss World 2019 Real 1.29 464 189 6.5
Sun 15/12/2019 1930 2024 S3 The Traffickers Docu 1.27 456 731 4.7
Mon 02/12/2019 1930 2027 S3 Survivor: Millennials vs Gen X Real 1.25 451 669 3.6
Sat 28/12/2019 1759 1858 S3 Top Billing Maga 1.25 449 453 5.4
Sun 01/12/2019 1403 1744 S3 Mzansi Super League: Cape Town Blitz vs T Spor 1.23 443 054 6.2
Sun 15/12/2019 1830 1929 S3 Animal Babies Docu 1.22 437 430 5.1
Tue 17/12/2019 1924 1927 S3 Music Musi 1.17 419 388 3.7
Wed 04/12/2019 1700 1737 S3 Cricket Build up Spor 1.14 410 654 4.9
Mon 16/12/2019 1725 2045 S3 Mzansi Super League: Paarl Rocks vs Thawa Spor 1.11 400 747 4
Sat 14/12/2019 2100 2127 S3 News News 1.08 387 332 4
Wed 04/12/2019 1738 2114 S3 Mzansi Super League: Paarl Rocks vs Durba Spor 1.03 371 999 3.1
Sun 08/12/2019 1930 2019 S3 Wasted! the Story of Food Waste Docu 0.93 336 381 3.5
Fri 13/12/2019 1725 2051 S3 Mzansi Super League: Nelson Mandela Bay G Spor 0.89 320 705 3.5
Tue 17/12/2019 1930 2059 S3 The Taste Master Maga 0.86 310 778 2.5
Thur 26/12/2019 1738 1749 S3 Cricket Wrap up Spor 0.84 303 828 4.3
Sat 14/12/2019 1900 1953 S3 The Launch Real 0.83 297 530 3.2
Thur 12/12/2019 2129 2233 S3 McMafia Dram 0.8 287 076 4.4

 

SABC 3 logoSABC 3, November 2019

Top 20 Programmes All Adults 15+
November 2019 Prime Time 5.30pm—10pm
Adults 15+ years U:36011 S:8530

Source: BRCSA November 2019

Day

Date

From

To

Station

Programme title

Genre

AR

Viewers

Share

Mon 11/11/2019 1900 1929 S3 Isidingo: The Need Soap 2.6 936 217 7.4
Mon 18/11/2019 1930 2023 S3 Survivor: Millennials vs Gen X Real 1.53 552 069 3.9
Sun 24/11/2019 1842 1933 S3 Safari Live Docu 1.48 534 346 5
Sun 24/11/2019 1934 2026 S3 The Traffickers Docu 1.45 523 066 4.6
Sun 10/11/2019 1830 1925 S3 Mrs SA Beauty Pageant Vari 1.09 393 513 3.7
Wed 20/11/2019 1734 2113 S3 Mzansi Super League: Nelson Mandela Bay G Spor 1.07 383 944 3.1
Fri 15/11/2019 1925 1929 S3 Music Musi 1.05 377 459 4.7
Sun 17/11/2019 1442 1734 S3 Mzansi Super League: Paarl Rocks vs Thawa Spor 1.02 368 157 4.2
Sat 16/11/2019 1800 1901 S3 Top Billing Maga 1.02 367 480 4.2
Wed 06/11/2019 2129 2220 S3 The Good Doctor (Drama) Dram 0.98 351 576 4.3
Thur 14/11/2019 1734 2050 S3 Mzansi Super League: Cape Town Blitz vs J Spor 0.95 343 638 2.8
Sun 24/11/2019 1729 1742 S3 Cricket Wrap up Spor 0.95 341 394 3.8
Fri 29/11/2019 1740 2058 S3 Mzansi Super League: Tshwane Spartans Vs Spor 0.95 340 478 3.6
Fri 22/11/2019 1735 2040 S3 Mzansi Super League: Paarl Rocks vs Jozi Spor 0.93 333 209 3.1
Sat 30/11/2019 2100 2129 S3 News News 0.92 331 466 3.7
Sat 23/11/2019 1901 1955 S3 Top Chef Junior Real 0.91 328 370 3.7
Sat 30/11/2019 2000 2059 S3 Efc Premium Fights Magazine Spor 0.89 320 182 3.3
Fri 08/11/2019 1735 2055 S3 Mzansi Super League: Jozi Stars vs Cape B Spor 0.87 314 837 2.8
Fri 22/11/2019 1700 1735 S3 Cricket Build up Spor 0.86 308 229 4.5
Tue 05/11/2019 1930 2027 S3 Who Wants to be a Millionaire Real 0.83 299 252 2.3

 

SABC 3 logoSABC 3, October 2019

Top 20 Programmes All Adults 15+
October 2019 Prime Time 5.30pm—10pm
Adults 15+ years U:35830 S:8557

Source: BRCSA October 2019

Day

Date

From

To

Station

Programme title

Genre

AR

Viewers

Share

Mon 14/10/2019 1900 1930 S3 Isidingo: The Need Soap 2.67 957 500 7
Sun 13/10/2019 1830 1927 S3 Safari Live Docu 1.52 542 816 4.7
Sun 20/10/2019 1924 1929 S3 Music Musi 1.48 529 848 5.3
Mon 14/10/2019 1930 2025 S3 Survivor: Millennials vs Gen X Real 1.37 488 964 3.4
Sun 13/10/2019 1930 2023 S3 The Traffickers Docu 1.23 440 563 3.7
Sat 19/10/2019 1801 1900 S3 Top Billing Maga 1.19 425 817 5.1
Sat 26/10/2019 2100 2126 S3 News News 1.13 403 868 4.5
Wed 09/10/2019 2130 2222 S3 The Good Doctor (Drama) Dram 1.08 388 558 5
Sat 12/10/2019 1900 1954 S3 Top Chef Junior Real 1.06 378 531 3.5
Sat 12/10/2019 2000 2057 S3 Efc Premium Fights Magazine Spor 1.04 374 111 3.4
Sat 26/10/2019 2130 2329 S3 Save the Last Dance Movi 0.95 339 352 6.3
Sun 13/10/2019 1730 1828 S3 Mela Maga 0.93 332 658 3.4
Thur 10/10/2019 2129 2223 S3 El Chapo Dram 0.92 329 446 4.6
Wed 30/10/2019 1700 1801 S3 Afternoon Express Maga 0.9 323 604 4.1
Tue 15/10/2019 1930 2028 S3 Who Wants to be a Millionaire Real 0.87 310 835 2.3
Tue 08/10/2019 1930 2023 S3 Wags Real 0.86 309 432 2.2
Sat 05/10/2019 2130 2304 S3 The Lxd: The Uprising Begins Movi 0.86 307 081 5.3
Wed 02/10/2019 2130 2220 S3 Navy Ncis Dram 0.81 290 120 3.7
Thur 31/10/2019 2129 2232 S3 McMafia Dram 0.75 270 598 3.6
Wed 09/10/2019 1930 2027 S3 Presenter Search Real 0.73 260 056 1.9

See also

 

Broadcast Research Council of South AfricaThe Broadcast Research Council of South Africa (BRCSA) is a non-profit, industry body that was incorporated in 2015 to cater to the audience research needs of the radio and television industry in South Africa. In 2016, it changed its policy about giving away TAMS and now only monthly reports, highlighting the top 20 or 30 primetime shows on several popular channels, are available.

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