#CircData: Men’s Health sees 40% decline YOY

by Herman Manson (@marklives) The Audit Bureau of Circulations of South Africa has released consumer-magazine circulation statistics for the period July–September 2019 (ABC Q3 2019); see our newspaper analysis here.

Magazine overview

  • Total magazine circulation declined by 3.2% on the previous quarter, and by 20.9% on the prior year.
  • Consumer magazines declined by 5.4% on the previous quarter, and by 20.1% on the prior year.
  • B2B magazines declined by 3.5% on the previous quarter but increased by 3.3% on the prior year
  • Custom magazines declined by 1.2% on the prior quarter, and by by 24.3% on the prior year.
  • Free magazines declined by 7.6% on the prior quarter, and by 41.8% on the prior year. One large circulating title was discontinued.

Business press

Forbes Africa, August 2019Finweek has fallen from 16 569 to 15 740 (a decline of -5.0%; total free copies has jump to 3 213; sales under 50% of cover price at 3 791) in the corresponding previous reporting period (Q3 2018). Financial Mail, however, has increased from 13 134 to 13 138 — up 0.03% (priced below 50% has jumped to 4 027).

Forbes Africa has climbed by 10.05% from 14 740 to 16 222 (total free: 1 729), while Noseweek is down -21.70% from 10 283 to 8 052.

Landbouweekblad has fallen -11% from 24 279 to 21 554 and Farmer’s Weekly has declined by -11% from 10 617 to 9 496.

Entertainment & celeb news

People has seen its circulation increase from 26 752 to 28 866 (7.9%). TV Plus (Afrikaans) is down -23% from 24 111 to 18 490 and the English edition has slid -36% from 12 306 to 7 825.

Bona is down -3% from 59 291 to 57 640 (total free: 1 771) in the previous corresponding reporting period. Drum has fallen -26% decline from 28 865 to 21 463. Huisgenoot has decreased by -6% from 177 393 to 166 106 (priced below 50%: 15 834), while YOU has fallen by -3% from 88 080 to 85 580 (total free has jumped to 5 814). Lig has fallen -15% from 17 502 to 14 882.

Home & gardening, leisure

Condé Nast House & Garden has fallen -11% from 27 462 to 24 392 (total free has jumped to 7 642; back issues: 3 152). Food & Home  Entertaining has declined by -11% from 17 660 to 16 292 (total free: 2 769). Tuis Home has declined -12% from 87 040 to 76 304 (total free: 5 690) and VISI has fallen -6% from 17 305 to 16 295.

House & Leisure decreased its frequency to bi-monthly. SA Home Owner is down -2% from 30 421 to 29 857 (total free: 5 936), and SA Garden and Home has fallen by -13% from 41 261 to 35 791 (total free: 4 231). EasyDIY has slid by -29% from 13 020 to 9 257 (total free: 4 502). Habitat is down -49% from 13 259 to 6 779. Idees/Ideas has declined by -13% from 19 497 to 16 887. The Gardener / Die Tuinier has fallen by -22% from 41 282 to 32 360 (total free: 11 091)

Men’s market

Very Interesting has inched down by -2% from 18 157 to 17 818 (total free: 3 277) in the previous corresponding reporting period, while Men’s Health has fallen -40% from 27 580 to 16 547 (total free: 843; priced 50% under: 1 234).

Popular Mechanics is down by -13% from 29 729 to 25 810 (total free: 6 007; priced 50% under: 4 646); while Stuff has jumped by 24% from 12 352 to 15 368 (total free: 2 136, e-editions: 5 290).

Hitting the road

SA4x4 Magazine, August 2019Leisure Wheels is down by -12% from 17 285 to 15 223 (total free: 4 106; sales 50% under: 3 806). CAR climbs by 7%, from 64 948 to 69 313 (total free: 13 217, sales 50% under: 8 481). SA4x4 has grown by 30% from 12 991 to 16 881 (total free: 4 916). Caravan & Outdoor Life/Kamp & Karavaan is up by 6% from 20 125 to 21 407 (total free: 5 631, sales 50% under: 4 640).

Bike SA has fallen -6% from 19 630 to 18 444 (total free: 2 795).

Weg!/Go! is down -9% from 59 508 to 54 281 (total free: 4 474; sales 50% under = 14 010) and Getaway has declined by -7% from 41 077 to 38 096 (total free: 10 072; sales 50% under: 7 218). SA Country Life has decreased -14% from 28 080 to 24 242 (total free = 2 749). Weg!/Go! Platteland has fallen by -8% from 29 176 to 26 876.

Woman’s general

Fair Lady has declined by -9% from 34 749 to 31 450 (total free: 2 420; sales below 50%: 2 081). Cosmopolitan changed frequency to 10 issues a year. True Love is down -17% from 33 137 to 27 442 (total free: 3 918; sales below 50%: 2 037).

Good Housekeeping changed its frequency to bi-monthly. Move! has fallen -36% from 56 846 to 36 176 (below 50% of cover price: 2 373). Vroue Keur has dropped by 10% from 43 806 to 39 455. Woman and Home is up 5% from 60 236 to 63 316 (total free: 4 142; sales below 50%: 6 200).

Kuier has declined by -7% from 87 262 to 81 261 and Rooi Rose has decreased -7% from 57 663 to 53 661 (total free: 3 095; sales below 50%: 6 866). Sarie has fallen -2% from 63 835 to 62 674 (total free: 5 117; sales below 50%: 13 503). Essentials is up 2% from 19 467 to 19 921 (total free: 3 007; sales below 50%: 1 688).

Your Family is down -9% from 23 146 to 21 076, and Women’s Health has decreased by -37% from 28 431 to 18 043.

The MarkLives’ Big Magazine list — total circulation**

Q3 2019

  1. Huisgenoot: 166 106
  2. YOU: 85 580  +3
  3. Kuier: 81 261
  4. Tuis/Home: 76 304  +1
  5. CAR: 69 313  -4
  6. Woman and Home: 63 316
  7. Sarie: 62 674
  8. Bona: 57 640
  9. Weg/Go!: 54 281
  10. Rooi Rose: 53 661

The MarkLives’ Big Magazine list — retail copy sales***

  1. Huisgenoot: 134 662
  2. YOU: 75 272
  3. Kuier: 74 178
  4. Tuis/Home: 49 696
  5. Woman and Home: 47 932
  6. Rooi Rose: 39 845
  7. Sarie: 38 111
  8. Vroue Keur: 36 620
  9. Move!: 33 291
  10. Bona: 29 393
  11. CAR: 29 140
  12. Weg/Go: 26 430
  13. People: 25 796
  14. SA Garden and Home: 25 042
  15. Fair Lady: 24 713
  16. Weg / Go Platteland: 23 880
  17. True Love: 20 358

*Year on year. Only titles covered in this feature; not all titles in ABC category; excludes titles with recent frequency changes.
**By total circulation. Must have a cover price. Annuals excluded.
Movement on the Big Magazine list compared to Q3 2018 data.
***By total circulation. Must have a cover price. Annuals excluded. Single copy retail sales.

See also

 

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

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#CircData: Weekend papers down 14%, dailies down 11.7%

by Herman Manson (@marklives) The Audit Bureau of Circulations of South Africa has released newspaper-circulation statistics for the period July–September 2019 (ABC Q3 2019); see our consumer magazine ABC analysis here.

Newspaper overview

  • Total newspaper circulation declined by 1.9% the previous quarter, and by 6% on the prior year
  • Daily newspapers declined 6.0% on the previous quarter, and by 11.7% on the prior year
  • Weekly newspapers declined by 1.3% on the previous quarter, and by 7.9% on the prior year
  • Weekend newspapers declined by 6.6% on the previous quarter, and by 14% on the prior year
  • Local newspapers increased by 0.2% on the previous quarter, and declined by 4.6% on the prior year.

Daily papers

Son, 20 September 2019In Gauteng, Pretoria News has declined by -9.4% from 13 026 to 11 802 (single copy sales: 6 106) in the corresponding previous period (Q3 2018). Beeld has fallen -3.10% from 31 363 to 30 392 (single copy sales: 12 078). The Star is down by -13.2% from 76 363 to 66 280 (sales below 50%: 10 462; contracted travel sales: 19 263; single copy sales: 22 365). Sowetan is down 14.14% from 70 072 to 60 166 (single copy sales: 55 560).

In the Western Cape, Die Burger has declined –15.73% from 42 363 to 35 701 (single copy sales: 16 700).

The Cape Argus is down -5.21% from 27 260 to 25 840 (sales below 50%: 3 804), while the Cape Times is down -5.43% from 28 642 to 27 086 (sales below 50%: 2 890). Son has fallen -19.32%, from 56 199 to 45 340.

In the Eastern Cape, Daily Dispatch has fallen -2.46%, from 15 140 to 14 768, and The Herald has fallen -3.96%, from 14 476 to 13 903.

In KwaZulu-Natal, the Daily News is down -10.71% from 23 125 to 20 649 (sales below 50%: 2 793; contracted travel sales: 4 651) and The Mercury has fallen -10.63% from 25 038 to 22 376 (sales below 50%: 2 695; contracted travel sales: 4 364). The Witness has declined by -7.80% from 11 037 to 10 176.

The Citizen has fallen by -8.66% from 41 898 to 38 270 (multicopy sales: 2 578; contracted travel sales: 8 253) and Business Day has declined -2.67% from 18 545 to 18 049. The Daily Sun has fallen -13.83% from 122 011 to 105 131. Isolezwe has decreased -15.93% from 78 180 to 65 728.

Volksblad has declined -2.96% from 12 791 to 12 413. Diamond Fields Advertiser has decreased by -6.48% from 7 363 to 6 886.

Weekly & weekend papers

Beeld Saturday, 28 September 2019Pretoria News Saturday has fallen by -10% from 7 299 to 6 588 (sales below 50% of cover price: 1 581); the Saturday Star has fallen 21% from 44 091 to 34 782 (sales below 50% of cover price: 5 679; contracted travel sales: 6 402); the Weekend Argus (Saturday and Sunday editions) has declined by -12% from 51 007 to 44 788 (sales below 50% of cover price: 7 772; contracted travel sales: 4 000) and the Independent on Saturday has fallen -8% from 35 242 to 32 582 (sales below 50% of cover price: 8 837).

Saturday Beeld has climbed 4% from 35 775 to 37 041 but Saturday Burger has fallen -3% from 50 669 to 49 257. Daily Dispatch Weekend Edition has declined -3% from 13 656 to 13 282.

City Press has dropped -18% from 47 824 to 39 172 and Rapport is down -2% from 100 699 to 98 647. The Sunday Times has declined by -11% from 248 583 to 220 857 (contracted travel sales: 29 029; multicopy sales: 11 270).

Sunday Tribune has declined -9% from 50 432 to 45 961 (sales below 50%: 14 337). Sunday Sun has fallen by -25% from 51 758 to 38 831. The Sunday World has fallen -14% from 43 087 to 37 165.

Ilanga Langesonto has declined by -11% from 35 160 to 31 291 and Isolezwe ngeSonto has fallen by -25% from 63 770 to 47 918. Isolezwe ngoMgqibelo has fallen -24% from 66 097 to 50 541
(-15.58%).

In terms of the weeklies, The Post has declined by -2% from 37 609 to 36 724 (sales below 50%: 3 346), while Ilanga has declined by -7% from 57 652 to 53 612. The Mail & Guardian is down -1% from 22 311 to 22 119 (multicopy sales: 6 000). Soccer Laduma is down -13% from 250 231 to 218 689.

The MarkLives’ Biggest Circulation Per Issue Newspaper List*

Q3 2019

    1. Sunday Times: 220 857
    2. Soccer Laduma: 218 689
    3. Daily Sun: 105 131
    4. Rapport: 98 647
    5. The Star: 66 280
    6. Isolezwe: 65 728  +1
    7. Sowetan: 60 166  -1
    8. Ilanga 53 612
    9. Isolezwe ngoMgqibelo: 50 541
    10. Die Burger (Saturday): 49 257

Son and Isolezwe ngeSonto has fallen out of Top 10

Updated 22 November 2019.

*South African titles only. Must have a cover price. Excludes free papers.

See also

 

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

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Avoid Chernobyl in your business — don’t let culture become cult

by Laurent Marty. Is it better for us to tell our clients what they want to hear, or is it better to tell them what we really think?

Nuclear disaster

Recently on Netflix there’s been a riveting account of the 1996 Chernobyl nuclear disaster. Beyond the chilling sequence of events that led to it, there’s one aspect of the story that’s particularly revealing about organisational failure: how internal politics, a climate of corporate fear and an all-pervasive ideology had prevented perfectly competent people from making the right calls.

On this fateful night in 1986, the Chernobyl engineers were told to conduct a safety test but, because of an earlier delay, the reactor power had dropped too low for the test to be safely carried out. However, in the relentless pursuit of top-down targets and promotions, senior management at the plant was eager to complete the test by any means necessary. For the same reasons, nobody in the control room knew there was a fatal flaw in the design of the control rods, because it had been deliberately kept from them. Later, the town failed to be evacuated because the people in charge were too afraid to reveal the full extent of the catastrophe to their hierarchy.

Subsequently, fingers were pointed and individual blame was identified — but the truth of the matter is that the problem was an organisational and cultural one. A few years later, the whole Soviet system crashed, not so much because of a romantic uprising of the people but, more crassly, because the organisational fabric of society had reached a level of systemic failure.

Damaging impact

Over the course of my career in both the corporate and advertising worlds, I’ve often witnessed the damaging impact of, if not internal corporate politics, especially closed-off systems, where no one inside the system is able to provide a sense check, some degree of perspective or, worse, doesn’t feel allowed to introduce a dissenting point of view. Not only does it foster fear and disgruntlement among employees, it can seriously cloud judgement and lead to some poor collective decision-making. In the business world, the emperor is too often parading in the raw, whether it be managers at fault or, simply, bad ideas.

Thus, advertising practitioners are often faced with the question:

  • Is it better to tell our clients what they want to hear, or is it better to tell them what we really think?

Generally speaking, a whole array of questions emerges from this line of questioning:

  • Do you climb the corporate ladder faster by fawning over your bosses and clients or by telling them what you think, even if they don’t like it?
  • Do you win a business pitch based on what you think your prospective clients want to hear or what you truly believe in?

Fundamental

These seemingly innocuous questions, ones which we are is faced with almost every day, is perhaps the most-important existential question advertising practitioners are confronted with, which will define their whole makeup as a professional. And not just the advertising person — the corporate climber, the artist, the architect.

These questions are so fundamental that they are at the heart of Ayn Rand’s The Fountainhead, a book that is opposing two world views, embodied by two architects, Howard Roark and Peter Keating. The former represents the uncompromising search for truth, and the latter stands for the personal and social compromises that seem to characterise the workings of the business world. Although Rand had made a philosophical case for a Roarkian attitude, I’ve never met a Roark in the real world who hasn’t been swiftly and permanently expelled from the system.

On a practical level, the jury is out as to what the winning strategy is (at least at face value): too many careers have been built on embracing and even championing the prevailing corporate ideology. Too many successes have been reaped on the back of an obedient workforce, on ‘culture’ being ‘cult’. Too many fights have been won on listening and ‘being kind, rather than right’. Abiding by the rules, consenting, compromising, knowing who to placate, cajole, that is perhaps what human relationships are all about, if only for the reason that it fosters a great deal of flow in human affairs.

Or does it?

Pitching

An agency’s strategy that once pitched against us had apparently perused every single utterance from the CEO and proceeded to name-drop and quote him wherever it could. It won. Aye, therein lies the rub. Today, said corporation is in trouble, partially because of the well-documented culture of fear that had been fostered internally.

It’s fair to say that, over the years, we have lost pitches because of overly challenging views. A degree of naivety on our part? A different way to look at it is that we should work with corporations and people who value independent thinking as much as we do. A client deserves the agency it chooses and vice versa. But that would reduce the question to one of cultural match.

The truth is much more damaging than that: an agency can’t add value to its clients if its independence of thinking is not valued above all else.

Don’t hire an agency because it will simply do what you want it to do. Hire an agency precisely because it is an independent thinker, and because it has beliefs it’s willing to fight for. Hire an agency for its passion. It’s not that it’s right, by no means; it’s about the ability to enrich the debate, provide perspective, a sense check and, as a result, improve business or marketing decisions.

Real world

In the real world, sometimes it might make sense for an obedient workforce, for employees who suspend their disbelief to create internal and external flow but, even in those times, if there’s only one person in the boardroom clients should allow some degree of intellectual freedom, let it be their agency partner, for almost the only reason that it’s outside their system.

As for me, I’m not a Roark. Yet neither am I a Keating. I believe in sincerity, because I believe success is predicated on the basic search for truth. Fooling oneself must be the sure path to failure, to Chernobylian-type of occurrences. Does it mean that I don’t see the value in compromise? No. I’ve learnt (sometimes the hard way) the value of creating flow in human relationships, the value of suspending my disbelief, of playing along, of consenting to things I didn’t necessarily agree with in my heart of hearts.

So, how do I deal with this constant dilemma? My basic attitude over the years has been to pick my battles. I’m willing to fight, more than anyone, for things I deem to be critical to the success of any venture, and give in to things that aren’t so much. Pragmatism in business — and in human affairs, in general — is arguably the most powerful compass to navigate the fine line between ideology and dissension, between culture and cult.

 

Laurent MartyLaurent Marty heads up the strategic department at Joe Public United as chief strategic officer and has been successfully building brands for close on 25 years. Having spent a large part of his career as the marketing manager for Renault South Africa, 1998–2005, it was only in 2006 that Laurent joined the Joe Public family with Gareth Leck and Pepe Marais to build the agency’s group strategic offering.

“Motive” is a by-invitation-only column on MarkLives.com. Contributors are picked by the editors but generally don’t form part of our regular columnist lineup, unless the topic is off-column.

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Media Redefined: News(papers) are back!

by Martin MacGregor (@MartMacG) As expected forever, the future of newspapers has nothing to do with paper; it has to do with the world’s biggest digital platform deciding to behave like a newspaper.

Facebook News

The launch of Facebook News is a remarkable development for two reasons. First, it’s an admission that artificial intelligence (AI) isn’t the answer to everything; Facebook has hired actual humans as editors to curate articles from the best journalists and publications in the world. Secondly, it’s an admission that the news bubble created from only friends and family in News Feed maybe isn’t a good thing.

The good news for newspapers is that it finally creates a revenue stream for their content outside of a paywall and the crumbs from advertising: Facebook will pay the publications for the articles it uses.

Facebook News is being trialled in the US and all the serious publications, such as The Wall Street Journal, The Washington Post and The New York Times, have jumped at it. It’s partnering with local news publications to ensure more highly relevant local news, too. Video news is also a key component and publishers, from CBS to Fox News, are also on board.

The sooner, the better

The sooner it comes to South Africa, the better. Publishers and journalists here need as may revenue streams as possible.

News is a funny thing. Trying to predict what news people will be interested in is difficult. Historically, the decision-making power for which news was given prominence lay with the editors. Then, with rise of digital and the overemphasis on measurement, it was suddenly left to the readers to decide. The result has been a race to the bottom and the lowest-common denominator of click-bait headlines — plus a lot of fake news.

This decision shifts the power back to the news professionals to deliver a product that will (hopefully) be fact-based, informative and credible.

What does this mean for advertisers?

There’s been a lot of unease over the content in which brands have been appearing. The programmatic buy looked efficient and effective in theory but, by essentially ceding control of environment, brands more than often popped up in all the wrong places. Facebook News can now offer a premium environment, where the chances of a properly engaged reader is much more likely.

This feels like the way newspapers used to sell to advertisers. Which is exactly the point. We have come full circle and the evolution of the newspaper is complete. Without the paper, of course.

 

Martin MacGregorMartin MacGregor (@MartMacG) is managing director of Connect, an M&C Saatchi Company, with offices in Johannesburg and Cape Town. Martin has spent 18 years in the industry, and has previously worked at Ogilvy and was MD of MEC Nota Bene in Cape Town. He contributes the monthly “Media Redefined” column, in which he challenges norms in the media space, to MarkLives.com.

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Grey Africa appoints new MD

by MarkLives (@marklives) Grey Advertising Africa has appointed Louise Johnston as managing director of its South African operations. Previously, she was DDB South Africa MD for six years and, over the course of her career, has worked at agencies such as Y&R, DraftFCB, Ogilvy and Roots (Tanzania).

“I am delighted to join the Grey team,” says Johnston. “I believe that Grey is one of the few agencies on a rapid growth trajectory, having recently won significant new business off the back of a creative revival under the stewardship of chief creative officer, Fran Luckin. I admire the type of work the agency is doing such as the recent award-winning Gillette #GogoNozizwe campaign, which connects with people in very deep and significant ways.

“The idea of working alongside the experienced Grey leadership really excites me. I find their ambition for the agency both energising and challenging. Grey is on a mission to create the most-admired agency network on the African continent, with creativity at the core, and that’s a mission I want to be part of.”

Comments Paul Jackson, Grey Africa CEO, “We are delighted to have Louise on the team. As an experienced agency leader, with award-winning campaigns like FNB ‘Steve’ on her résumé, Louise will add immense value to our people and to our clients.”

 

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Q5: Brands, media buying and more — with Claudelle Naidoo [interview]

by Carey Finn (@carey_finn) Claudelle Naidoo, who was promoted to managing director of MediaCom South Africa earlier this year, taps into her 20-plus years of experience in the industry to share insights into consumer trends, media buying and the d-word.

Q5: First, could you tell us a bit about your role — what are your goals?
Claudelle Naidoo: In May this year, I was appointed as MediaCom SA’s new managing director. In this role, I am responsible for driving the client-experience portfolio. My core function is to lead client-engagement programmes and develop strategic business approaches and models to achieve this.

The industry is constantly evolving. More than ever before, our clients require expert opinions and advice in order to achieve performance levels and business goals. My goal is to take our clients’ businesses to the next level, unlock opportunities and, most importantly, enable them to make the right business decisions through our partnership.

Q5: What trends do you expect to see among South African consumers in the next 3–5 years, and how can brands tap into them?
CN: I believe that the tighter the South African economy becomes, the more South African consumers will look for value from brands. If we look at the latest Consumer Confidence Index (CCI) [at the time of the interview — ed-at-large], consumers are showing a fairly positive outlook in South Africa at the moment. This makes the climate for brands to operate in even more challenging, because they now need to convert several consumer psychographics in order to trigger a single purchase, ie brand loyalty, price consciousness, and formal/informal trade purchasing, to name a few.

All of the above culminates into one major opportunity: the ability for brands to tap into consumer headspace to demonstrate value even through tough economic times. Currently, many brands are moving forward to utilising the best and most-innovative technologies to embrace consumer evolution and behaviours. That works for execution and research but, when we are talking about the consumer and how to understand trends in the future, I see something truly simplistic going forward, especially in SA. I see South Africans wanting to be a part of stories more than ever before: stories that are about them, stories that affect them, and stories that have true meaning to who they are. This will trigger purchase for brands.

If we put the consumer at the heart of what we do, brands should be focusing on how to excite and uplift them by showcasing benefits and creating movements through real stories and not just campaigns.

A good example of how this was done recently is the #GogoNozizwe campaign by P&G [full disclosure: MediaCom SA worked on this campaign]. P&G Gillette launched a film on Women’s Day that celebrated the many single women households who are raising the next generation of South African men, using the real story of Akhona, a young boy from Langa who was raised by Gogo Nozizwe. The story was picked up by president Cyril Ramaphosa on Women’s Day in his speech to the nation and got a lot of people talking, not just about Gogo Nozizwe but also about the difference that Gillette was making in South Africa. This is a demonstration of how powerful stories can be, and how brands can tap into a consumer mindset to make a difference and create movements in the future.

Q5: How has media buying changed over the last decade, and what further changes do you anticipate in the coming years?
CN: Looking at the trends in media investment and buying across most sectors correlated to consumer disposable income and spending patterns, we see that media budgets are the first to get cut when the economy is on a downturn. This has, unfortunately, been the trend over the last few years in SA; as the economy fluctuates, so does media buying and, in essence, media budgets.

Given the above context, it is fairly difficult to anticipate how media buying will evolve as the trend has remained the same. I do believe, though, that agencies will look to overlay artificial intelligence (AI)and other smart technologies to make more informed media-buying decisions.

At MediaCom, we are already delivering on this and are now utilising strategic tools such as The System to ensure that our brands are a step ahead in the marketplace. The System allows us to make strategic budget allocation decisions aligned to consumer behaviour and focus on purchasing audiences and not just media channels.

Q5: There’s a lot of talk about data but not all businesses know how to use it effectively yet. What would you say is key to getting value out of consumer data?
CN: I believe that businesses need to have the right questions in mind in order to extract the best value out of data. This comes from really understanding what it is that you are trying to achieve. Once this is done, you can then look at the cost, accuracy, and quality of the data. I often find that the “asking the right question” step is skipped completely and companies tend to invest in layers of consumer data that is often not valuable to their business.

Q5: Fill in the blanks for us. The secret to success in advertising, as a brand, is___
CN: To balance consumer art and science, and to tell stories that resonate with your target market in order to remain relevant and evolve with the marketplace.

 

Carey FinnCarey Finn (@carey_finn) is a writer and editor with a decade and a half of industry experience, having covered everything from ethical sushi in Japan to the technicalities of roofing, agriculture, medical stuff and more. She’s also taught English and journalism, and dabbled in various other communications ventures along the way, including risk reporting. As a contributing writer to MarkLives.com, her regular column “Q5” hones in on strategic insights, analysis and data through punchy interviews with inspiring professionals in diversive fields.

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FieldNotes: From staying to slaying

by Marguerite Coetzee. Here are three lessons as to how #ImStaying may teach us about reflection.

Rooted in privilege

#ImStaying is a Facebook group that is said to have been started with the intention of countering negative narratives about South Africa. It is intended to create inclusivity in a seemingly divided nation, to chant an anthem: “I AM STAYING!” However, the very notion of having an option to leave, but choosing to stay, is rooted in privilege.

Most of South Africa is not afforded that choice and stay out of necessity or not having an escape route. I joined the group in its early stages, hoping to indulge in stories excluded from mainstream media. What I came to find instead was underlying tones of rainbowism, tokenism, and other forms of patronising, paternalistic, privileged posts. The group was also heavily controlled, preventing any ‘negative’ comments, discussions or debates. Following from my encounter with angry drivers, I typed up a post and submitted it to the group. For a week, my post was pending approval from the group’s admin, after which someone on their side deleted it.

What did it say? It went something like this: “There is a theory in the social sciences that all the world’s problems can be traced back to three institutions: patriarchy, capitalism, and white privilege. What can we do to tackle these challenges and create the South Africa we all belong to and dream of?”

Admittedly, I asked this question in the hopes of sparking a conversation but came to realise that this group isn’t the platform for confrontation, observation, or reflection. Here are three lessons for brands.

Lesson 1: Look for signs

Frustrated with the “toxic positivity” of the group, local artist David Scott of The Kiffness revealed that many of the people on the page were expats living abroad; they had, in fact, left (read the full story here). Scott has since created his own group, called #ImSlaying, in which people share comical photos and stories of themselves succeeding in life.

The original group should not be disregarded or completely discredited, because it exists for a reason. That reason might be that consumers of media are searching for other narratives, communities, and outlets.

  • Brands could create such connections but should be weary of putting up a false façade of unity that covers up and ignores the lived realities of many. Look for signs of unrest and dissatisfaction — that is the road you need to take towards creating meaningful change.

“False hopes are more dangerous than fears” —JRR Tolkien, author.

Lesson 2: Map the journey

South Africa faces the challenge of several legacies, of patriarchal power structures, of capitalist systems that create exclusion and invisibility, and of privilege that favours the few. We have been through this journey before. Coming from a highly racialised past and moving to democracy, younger generations have since called for the fall of sugar-coated reconciliation.

Knowing where we come from and what we have been through can help guide where we are going.

  • Brands could reflect on their own narratives, or contributions to national stories and consumer identity construction. Consider the impacts made, and the shifts needed.

“A generation which ignores history has no past, and no future” —Robert Anson Heinlein, author

Lesson 3: Change direction

If we imagine transformation to follow the shape of an S-curve, it becomes easier to anticipate, prepare for, and shape change. A time of growth is often followed by a transition in which the old is discontinued, and the new emerges (read more about the Sigmoid Curve here).

It could be said that SA is currently in a state of transition, transformation, and uncertainty. What we do now will impact our trajectory going forward.

  • Brands could create a shared vision of the future and actively work towards it, along with their community and consumers. Don’t be afraid to change direction if needed; being resilient means adapting to change.

“Where the fog is thickest, begin” — Marty Rubin, author.

 

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. FieldNotes, the latest series in her regular column on MarkLives, captures experiences from the field, shares the cultural lessons learned, and advises on qualitative tools, methodologies and frameworks when exploring the world of the consumer.

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Dear Radio: Radio without borders, radio on repeat & radio silence

by Paulo Dias (@therealptp) Have you ever, on a random Tuesday morning, wondered what song is playing right now on the biggest station in Vietnam?

Radio garden

Safely assuming that it’s “Old Town Road’’ — because that song is playing constantly — you can double-check on Radio Garden.

Radio Garden streams almost 8 000 radio stations from around the world. The impressive interface opens up on a 3D map and allows you to drag and eavesdrop on radio stations anywhere in the world. Even if you land on a station in a completely foreign language, you’ll recognise enough of the traditional radio format to feel comfortable, engaged and keep listening.

For some reason, I keep landing back on 97.9 Easy FM in Aruba. The good news? Pretty much every station, no matter where in the world, runs the Secret Sound.

Radio.com Rewind

Then, answering the prayers of every radio advertiser with a long telephone number or tricky URL comes Radio.com Rewind, which will make non-music radio available on demand.

 

The feature launched last month on the American network’s talk stations; it lets streaming listeners pause and rewind live radio and consume full shows when they want, as long as it’s within 24 hours of airing. Working much like your DStv decoder would, the feature could also make radio content go viral as it allows clips to be shared instantly.

I know some of the major local stations have recently launched shiny new apps but none of them have this sort of functionality yet. Granted, content rights are more difficult on music stations — what I’ve seen offers pause functions but, when unpaused, brings the listeners into real time and not back to the moment when they paused, and the rewind feature goes back about an hour instead of by a few seconds with still mostly edited and ‘podcast’-type content.

I know the local teams who work on the station apps are on the bleeding edge so I look forward to new playthings in 2020.

Roots 102.7FM

Finally, let’s shift from hearing whatever you want to radio silence in Liberia.

President George Weah ordered the shutdown of Roots 102.7 FM, a station owned by one of his fierce critics, accusing it of inciting violence.

It’s not for me to get into political conversation but every country needs radio to be fearless and independent and, as long as it doesn’t insult the listener, needs freedom to broadcast as it sees fit.

Politicians shutting down radio stations is a common occurrence across Africa —showing the importance of the medium on the continent and how effective it can in mobilising communities.

 

Paulo DiasPaulo Dias (@therealptp) is the head of creative integration at Ultimate Media. He works closely with the programming teams at leading radio stations to help implement commercial messaging into their existing formats. He contributes the regular column, “Dear Radio”, looking at the changing radio landscape in South Africa, to MarkLives.com

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Zeitgeist of Now: Business disruption

by Jason Stewart (@HaveYouHeard_SA) It’s no secret that one of the key drivers of the social change we are witnessing is ‘technology’, but it’s also disrupting how we approach ‘business’.

Quality/scope triangle

For example, the quality or scope triangle laid out the relationship between the traditional constraints on production, ie, only two of the three variables could be prioritised at a particular moment. Briefly, if you wanted it quickly and at low cost, you sacrificed quality; if you wanted high quality and low cost, you had to be prepared to wait… and wait. It’s also the Segway into the topic for this column — business disruption, a major consideration in the zeitgeist of now.

For many years, this assisted businesses in defining themselves and how they would compete — but not today. An example of a business clearly flouting the rule contained within the triangle is Uber: it has increased the quality (convenience, aesthetic and experience) of the service and the speed of service, at often less expensive rates than traditional taxis.

Any business of scale applying the scope triangle today has a limited future.

Globalisation

Further, globalisation means anyone, anywhere, can compete as long as they can deliver the desired quality at the required price within the prerequisite timeframe. And here a modified scope triangle applies, with investment, time and quality as the variables. In the past, if we wanted to create high quality products, we needed to have money to invest in R&D and lots of time. The faster and shorter we went, the less quality was achieved.

That, too, has changed; the faster we go, the better we get — technology has allowed for the feedback loop to be so much shorter that we can learn so much quicker.

3D printing, for example, allows designers to produce a design immediately to test, learn and adapt. Believe it or not, General Electric now takes a week to get a new design into production, when it used to take two years, because of artificial intelligence (AI).

AI and automation technologies are fantastic tools for shaking up the scope triangle, but what we really need to do is completely rethinking our business models and designing them for the future. Forget what your industry used to do; look at what it is about to look like, and design for that.

Disrupt!

Ah, and a few words about disruption. Disruption doesn’t look at creating better answers (that is the job of progress); disruption looks at asking better questions. Think of it this way: creating better answers creates improvements to existing solutions. Asking better questions creates new solutions to the same problem in a new way… it gives you something that no one else has thought off, or can compete with (for now).

Is the new transaction model, the one that is NOT based on money, a disruption? Yes, I’d say so.

The new transaction model between business and customer, which no one seems to acknowledge, is based on a data exchange, not money. Essentially, we ‘pay’ for incredibly useful services and products with our personal data.

In the past, monopolies were a threat because they could fix prices and ensure higher profits. In our new disrupted world, the new monopolies are either driving prices down or offering them free of charge while increasing the amount of value they provide us with and, subsequently, the amount of personal data we share.

Fair exchange?

Is this a fair exchange, your data for the free service? This largely depends on how this data will be used but the issue is that there’s very little transparency of how the data is captured, what the data is, and what it’s used for. This is where the tech companies should (and, if not, then governments and regulators must) ensure openness and fair control.

Technology has eliminated so much complexity that was involved in a task, reducing it to a few swipes, clicks or keystrokes. From launching a business online, to ordering food, to finding new music, our lives are becoming automated and more convenient. As a result, we’re becoming increasingly sensitive to any forms of friction in our lives, things that waste our time, or require too much concentration.

Brands need to constantly look at how they can disrupt their consumers’ brand experience and provide one that delivers a more-seamless, -intuitive and -integrated experience into their life. Brands which allow for friction (if not asked for) will suffer quickly, and this includes customer services, UX on websites, waiting in queues, ecommerce, etc.

Key lesson for brands

  1. Know that consumers are expecting better quality, and they are going to expect it cheaper and quicker than ever before. Rethink your model and brand offering to how you can deliver this for the world of 2022.
  2. Start taking advantage of what technology can allow your brand or your consumer to do, and start asking new questions.
  3. Eliminate complexity or friction for your users and target market.
  4. Be more open and respectful with the data you get from your audience and let them know how you use it. Consumers know there is a value exchange and will be open to the benefits that come from your brands use.

 

Jason StewartJason Stewart is co-founder of HaveYouHeard (@HaveYouHeard_SA), a full-service agency. Zeitgeist of Now, his new column on MarkLives, is inspired by the agency’s proprietary tool developed to understand the invisible but powerful forces that influence people, products, culture and societies. If we appreciate these, he argues, we become more-effective marketers.

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#BrandFocus: Ster-Kinekor Theatres says it’s better at the movies

by Sabrina Forbes. Why does popcorn always taste better at the movies? According to Motheo Matsau, the new Ster-Kinekor Theatres deputy CEO, it’s because movies, unlike any other content, are a special occasion and, when you’re having popcorn at the cinema, it’s part of the experience.

“Most people will remember where they were when 911 happened; they remember where they were when Nelson Mandela came out of prison; they remember where they were when Princess Diana died; and most people will remember their first cinema movie,” he says.

Motheo Matsau
Motheo Matsau. Supplied.

Recent promotion

Although Matsau’s recently been promoted to deputy CEO, he will continue to oversee his previous job as chief sales and marketing officer — a challenge that’s just become more demanding. He will continue to oversee the three sales divisions, marketing, loyalty, clubs and guest experiences while being brought closer to the business operations and financial reporting side through his new role and a seat on the board. He’ll also continue to be the face of the brand when it comes to media relations and be the first port of call when issues such as power cuts, consumer complaints and other daily challenges arise.

According to Matsau, the cinema exhibition company is keeping it simple and concentrating on what works for it, and doing that well. The plan going forward is to concentrate on the marketing of movies, improve customer services, renovate facilities, and continue to train staff. In the last five years, it has done five revamps that have delivered good results for the group.

One such example is the introduction of a kids’ cinema at East Rand Mall, Sandton, Centurion, Fourways Mall, and Carnival City (all in Gauteng), something it’s never had before. Beanbag-style seats with a slide and ball pit are meant to ensure that even the most-easily distracted four year old can stay entertained. Each kids’ cinema has a couple of rows at the back for parents, too. When the Fourways Mall kids’ cinema opened after nearly a year of what Matsau calls “uncomfortable business” while the shopping centre was being turned into a mega-mall, the cinema experienced a 22% increase in attendance, compared to the previous year.

Shelf space

Ster-Kinekor is very much like Pick n Pay, he says, in that it offers shelf space to movies. The brand doesn’t control content — it can’t tell Hollywood, Bollywood, or Nollywood what to release and when. Its job is to work with what’s out there and use it in the best possible way by focusing on pricing and scheduling strategies. In the past 18–24 months, outlier performances have come from The Lion King and very popular movies in the Marvel and DC Universes. The last two years there’s also been a massive growth in the release of content which appeals to black audiences. Movies such as Black Panther have brought in a new demographic and now, whenever Tyler Perry (an American actor, writer, producer, and director) releases a new movie, attendance spikes.

Ster-Kinekor Theatre works with a research programme, called Movie Minds, with approximately 3 000 people on its panel. Data from its soon-to-be-released research indicates that people simply want to be given content which appeals to them.

The brand has embarked on a big drive to find new content in other film markets and, by default, is paying much more attention to locally produced content. Matsau says that two things have happened coincidentally with local productions: demand has grown and, fortuitously with that, the quality of the content has, too. It’s the perfect storm as it means the brand can now focus further on showcasing local talent, he says, changing the perception that, just because it’s local, doesn’t mean it’s not of the highest quality. It’s not only moviegoers who need to be convinced that local is lekker; movie producers need to be aware that their own quality must be taken up a notch if it’s not there yet. Unlike smaller screens, cinema is very unforgiving; it’s uncompromising on quality. If the acting and production quality aren’t on par, it’s amplified more than on TV.

“By a mile”

“We screen more local content than anybody by a mile and, outside my everyday office job, I go and sit on panels in the industry and I speak about what we, as exhibitors, are seeing. As exhibitors, we tend to be closer to the customer. We are the [people] who represent the customer to movie makers, producers [and] distributors and that’s part of my job. In the last three years, we’ve started to get it right. If you speak to a lot of movie producers, they’ll tell you the support from Ster-Kinekor has been a lot better,” says Matsau.

Examples of forthcoming local content are Zulu Wedding, the first solo project of Lineo Sekeleoane; Blessers, a Tbo Touch production; and Layla Swart’s Knuckle City. Like most emerging markets, Matsau believes that locally produced content is a vital element in its arsenal going forward; Russia screens 40% local, with India at 60%, China around 50/50, and Brazil about 40%. As a market leader, if this is what’s expected to improve the cinema and movie category as a whole, it’s what he’s going to do.

Creative agencies

When it comes to creative agencies, Ster-Kinekor Theatres works with VMLY&R South Africa for digital and tech, FoxP2 Cape Town for branding, Decimal for social media, and Ogilvy PR for public relations.

Ster-Kinekor promo for Joker movie by FoxP2 Cape Town collage

“My style is [to] treat agencies as partners and I feel that we give them a lot of latitude and a lot of space to express themselves for our brand. We do not dictate to our agencies what to do. I have a policy in-house that we never give solutions; we only ask questions. Because, as soon as you start giving solutions, you are telling them what to do,” explains Matsau, using the recent launch of the Joker movie as a key example. FoxP2 came up with the idea to project “#HaHaHa” in the form of nighttime billboard-graffiti guerilla campaign as a way to make people wonder: “Who is the mysterious vandal? What’s the big joke? And will he (or she) have the last laugh?” Even conservative brands such as Investec gave the go ahead to project the ‘graffiti’ onto their billboards for 20 minutes. Morningside Police Station was lit up with HaHaHa, too, one night.

Other agencies involved in this campaign were Posterscope, Vizeum, Moving Tactics, Decimal and Ogilvy PR.

When it comes to pricing and promotion, Matsau admits it’s a challenge to navigate, saying: “Pricing is always a tricky one, because we take so much flak. I’m not saying you should always compare yourself to the rest of the world but, if you want to put South Africa’s movie-ticket price relative to what you’d pay in the UK, the States, and Dubai, it’s unbelievable. In our market, if you’re a movie lover, you’d be hard pressed to pay full price. We’ve introduced a movie-subscription service where, for R249, you can watch four movies a month or, for R349, you can watch unlimited movies a month, and you get a 20% discount on your popcorn. The idea is to keep prices affordable [so] people can keep coming. You can’t build an audience by outpricing yourself.”

The current Ster-Kinekor ticket price ranges between R90 and R120.

Never been higher

Staff morale has never been higher and Matsau hopes to keep it that way, plus he plans to look at growing its sales portfolio of advertising. “Where we were 18 months ago to today is chalk and cheese. Eighteen months ago, I really felt like we were struggling as a category, not just a business. But, somehow, the movies studios have pulled a rabbit [out of a hat] and the last 16 months and for the next 18–24 months it’s going to be a hell of a ride. All things being equal, things should be alright,” he says.

Updated at 11.56am on 4 October 2019.

 

Sabrina Forbes“#Agency/BrandFocus” is an ongoing weekly series updating the market on ad agency performance, including business performance, innovation, initiatives, the work, awards and people.

Sabrina Forbes (IG) is an experienced writer covering the food, health, lifestyle, beverage, marketing and media industries. She runs her own full-stack web/app development and digital-first content creation company. For more, go to moonwrench.com. She is a contributing writer to MarkLives.com.

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