SA TV Ratings: SABC 1 — primetime top 20 for Sep 2019

by MarkLives (@marklives) The hottest primetime shows on SABC 1 in South Africa revealed: TV ratings for September 2019.

SABC 1 logoSABC 1, September 2019

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

Source: BRCSA September 2019

Day

Date

From

To

Station

Programme title

Genre

AR

Viewers

Share

Tue 17/09/2019 2030 2059 S1 Uzalo Dram 28.09 10 063 624 70.1
Wed 18/09/2019 2000 2029 S1 Generations the Legacy Soap 25.57 9 162 051 63.9
Tue 17/09/2019 1830 1900 S1 Skeem Saam Dram 20.79 7 447 466 58.6
Wed 11/09/2019 1900 1929 S1 Zulu News News 13.33 4 777 775 35.8
Thur 12/09/2019 1859 1929 S1 Xhosa News News 13.07 4 681 680 34.9
Thur 05/09/2019 1859 1932 S1 Full View News 12.5 4 476 940 32.6
Wed 18/09/2019 1930 1959 S1 Makoti Movi 12.17 4 360 061 31.1
Tue 24/09/2019 1800 1829 S1 Nyan Nyan Real 10.84 3 885 617 35.1
Tue 24/09/2019 1931 2000 S1 Selimathunzi Vari 9.85 3 528 404 26.7
Fri 13/09/2019 1929 1959 S1 Live Amp Musi 9.57 3 430 654 26.5
Tue 17/09/2019 1931 2000 S1 Selimathunzi-R Vari 9.33 3 343 430 25.4
Wed 25/09/2019 1800 1830 S1 Reno-Race Vari 8.58 3 075 098 30.2
Wed 04/09/2019 1800 1830 S1 Emasisweni Real 8.37 2 997 916 30.3
Thur 12/09/2019 1930 2000 S1 Verified Quiz 8.33 2 985 582 22.6
Thur 05/09/2019 1800 1829 S1 Instapreneurs Real 8.14 2 916 999 28
Sat 21/09/2019 1930 1959 S1 Real Goboza Maga 7.89 2 826 989 25
Fri 06/09/2019 1800 1829 S1 Lip Sync Battle Vari 7.87 2 818 685 27.8
Mon 02/09/2019 2100 2156 S1 Isilo Samathwasa Docu 7.85 2 813 919 26.6
Mon 02/09/2019 1930 1958 S1 Streaks Vari 7.84 2 810 215 21.6
Sun 29/09/2019 1930 2138 S1 Boy Called Twist Movi 7.81 2 796 548 26.1

 

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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Clicks ’n Tricks: Performance doesn’t pay off for Adidas

by Charlie Stewart (@CStewart_ZA) Simon Peel, Adidas global media director, made a startling but refreshing confession during a talk at the EffWeek conference mid-October 2019: he laid out his findings of performance marketing not driving sales on his brands’ ecommerce platforms.

What was particularly unusual about Peel’s presentation wasn’t that he’d found issue with Adidas’s performance campaigns but that he was willing to talk about it. For too long, chief marketing officers (CMOs) and others walking in marketing’s gilded halls have been quick to brag when things go well, but come over all omertà-like when things aren’t so rosy.

Heart of malaise

At the heart of Adidas’s malaise was an overreliance on short-term metrics and last-click attribution modelling. The company had worked hard to curb costs by measuring outcomes and data seemed to suggest that not only was digital advertising cheaper than conventional brand building but it was driving quantifiable sales. The lightbulb came on a couple of years ago when a Google Ads outage took the company’s paid-search campaigns offline for two days. Surprisingly, this had no discernable impact on its ecommerce sales.

It is not the first company to have discovered inconsistency with digital media; — back in 2017, Procter & Gamble slashed programmatic spend and saw revenue climb in an otherwise flat market.

But Adidas was hit by another outage six months later. This one lasted a full week and once Peel had established that it, too, had no meaningful effect on sales, he started thinking.

His journey took him to research by Peter Field and Les Binet, a pair of industry veterans who’d been espousing the theory that advertising was losing its efficacy due to overreliance on short-term campaigns. They maintained that organisations should apply a 60:40 weighting in favour of brand building vs performance campaigns. Peel’s audit of his own company’s spend found that it was pumping 77% of its budget into performance and just 23% into brand.

Brand-centred

Cue a major rethink, a shift in focus from last-click attribution to an approach driven by econometrics, and the adoption of a more brand-centred strategy, which Adidas christened “Creating the new”.

While it must have been a giggle a minute watching the marketing team members get their heads around the econometrics bit (Wikipedia describes it as the application of statistical methods to economic data in order to give empirical content to economic relationships), once they’d mastered it, they made some very interesting findings.

A previous view that most of its sales came from existing loyal customers targeted through a significant CRM investment was turned on its head when Adidas discovered 60% of revenue came from first-time buyers. It also uncovered no meaningful correlation between business-unit marketing activity and sales of the business unit’s products — for example, football advertising wasn’t the only reason it sold football kits. Plus, there was the reaffirmation that performance didn’t deliver the online sales everyone assumed it did.

Delivered the money

In fact, it was brand advertising — the creation of emotional connections between the brand and its customers — that delivered the money. Advertising on brand drove revenue across all business units. And it generated two thirds of sales across its wholesale, retail and ecommerce channels.

For Field (and I expect we’ll be hearing lots more about him and Binet in the coming years), this was nothing new. He was the person who took Cannes Lions by storm this year with his paper on “The crisis in creative effectiveness”, which presents a wonderful reaffirmation of the need for heavyweight brand-building.

While performance marketing has a clear role in the marketing mix, if organisations neglect their brand and pump too much of their budget into programmatic, dark social posts or Google Ads, they’ll find their consumers buy on price, rather than on value. That’s a race to the bottom I’d rather avoid.

 

Charlie StewartCharlie Stewart (@CStewart_ZA) is CEO of Rogerwilco, a multi-award-winning independent digital agency best known for its expertise with Drupal, SEO and content marketing. A Scot by birth, he moved to South Africa in the early 2000s in his quest to support a winning rugby team — a search he’s reluctantly forsaken. Together with Mark Eardley, he co-authored Business to Business Marketing: A Step by Step Guide, (Penguin Random House, 2016) and may be found on LinkedIn. Charlie contributes the monthly “Clicks ‘n Tricks” column, which looks at how brands are using digital channels to engage their customers, to MarkLives.

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SA TV Ratings: e.tv — primetime top 20 for Sep 2019

by MarkLives (@marklives) The hottest primetime shows on e.tv in South Africa revealed: TV ratings for September 2019.

e.tv logo for SA TV Ratingse.tv, September 2019

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

Source: BRCSA September 2019

Day

Date

From

To

Station

Programme title

Genre

AR

Viewers

Share

Mon 16/09/2019 1930 1957 e.tv Scandal Soap 16.45 5 892 445 41.6
Thur 19/09/2019 2130 2159 e.tv Imbewu: the Seed Dram 11.59 4 152 003 43.2
Thur 05/09/2019 1900 1928 e.tv Rhythm City Dram 10.79 3 864 425 28.6
Sun 22/09/2019 1959 2148 e.tv Rush Hour 3 Movi 10.74 3 849 347 35.7
Sun 15/09/2019 1958 2147 e.tv Rush Hour II Movi 10.57 3 786 129 36.5
Sun 08/09/2019 2000 2158 e.tv Rush Hour Movi 10.42 3 733 983 39.6
Sun 29/09/2019 2000 2234 e.tv Suicide Squad Movi 7.63 2 733 461 30.3
Tue 10/09/2019 2127 2129 e.tv Scoop Entertainment Docu 7.53 2 698 955 12.6
Sat 07/09/2019 1930 2147 e.tv Pan Movi 7.16 2 565 479 26.3
Sun 01/09/2019 1959 2148 e.tv Blood Father Vari 6.61 2 367 266 24.3
Sat 14/09/2019 1929 2221 e.tv Harry Potter and the Prisoner of Azkaban Movi 5.95 2 131 182 21.9
Sat 21/09/2019 1930 2236 e.tv Harry Potter and the Goblet of Fire Movi 5.86 2 101 220 22.6
Sat 28/09/2019 1929 2210 e.tv Fantastic Beasts and Where to Find Them. Movi 5.67 2 030 218 21.7
Sun 22/09/2019 1800 1856 e.tv Showtime at the Apollo 2018 Real 5.14 1 840 194 17.3
Sun 22/09/2019 1929 1955 e.tv Blackish Sitc 4.69 1 681 992 14.3
Sun 22/09/2019 1710 1758 e.tv Steve Austin’s Broken Skull Ranch Challe Real 4.63 1 657 254 18.2
Sat 28/09/2019 1555 1752 e.tv Sarafina Movi 4.41 1 580 226 21.8
Sun 15/09/2019 2150 2249 e.tv Ekasi Our Stories:Mageza Dram 4.3 1 540 582 30.6
Sun 22/09/2019 1900 1928 e.tv News Night News 4.22 1 513 750 12.5
Sat 28/09/2019 1800 1857 e.tv Fear Factor Real 4.18 1 498 678 16.9

 

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.

Sign up now for the MarkLives newsletter, including Ramify.biz headlines, emailed every Monday, Wednesday and Friday!

BREAKING: FCB Africa rebrands as Nahana Communications

by MarkLives (@marklives) FCB Africa is rebranding to Nahana Communications Group. “Nahana” means to “think” or “imagine” in Sesotho.

The group consists of creative agencies Hellocomputer, McCann1886, HelloFCB+ and FCB Joburg; media agencies The MediaShop and Meta Media; content creator Fuelcontent; public relations consultancy Weber Shandwick; and a socioeconomic development arm, Nahana Foundation. Agencies are retaining their own independent structures, cultures and management teams but will work together where synergies exists. The communications group continues to headed by group CEO, Brett Morris.

“As a group, we believe that — using the power of creative thinking and imagination — we are able to help our people and our clients achieve extraordinary things and more than they ever thought possible,” says Morris in a statement published on the Nahana Communications Group website. “Sometimes ‘nahana’ is used to express a sense of disbelief, as if to say ‘I’ll believe it when I see it’ or ironically saying ‘can you imagine that?’. We like that. Because there will always be people who doubt the power of creative thinking and we love proving them wrong!”

Continues Morris, “Our ambition is to become a model for transformation by using all our resources and creativity to help build a sustainable economy for all South Africans. By being representative of the demographics of the country and creating an environment that is intentionally and deliberately inclusive, every single one of us will be able to meaningfully and authentically contribute to work that truly resonates with all South Africans.”

Nahana Communications Group Twitter screengrab

See also

 

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Press Pass: Local is lekker for JOOX

by Carey Finn (@carey_finn) “We’re very excited at the state of streaming in South Africa,” says Milton Smith, chief operations officer for Tencent Africa, the regional arm of Naspers-backed Chinese multinational, Tencent, and the company behind music streaming service, JOOX. “It has been pointed out as the second-fastest-growing streaming music market in the world, in the last year. We’d like to think that we’ve played a part in that.”

Global uptick

Reflecting the global uptick in music streaming, a growth rate of 125% was reported for SA in 2018, with the figure for the broader continent at 146%. JOOX, which has a strong presence in Southeast-Asian markets, including Hong Kong, Malaysia and Thailand, launched in SA in June 2017, leveraging increased smartphone penetration and a partnership with MultiChoice to gain a firm, fast foothold in the country.

While Tencent doesn’t share precise regional numbers, the number of subscribers in SA is in the hundreds of thousands, says Smith. The actual figures may be much higher: since 2018, DStv Compact, Compact Plus and Premium subscriptions have included premium access to JOOX for account holders and four of their family members. This translates to 20m potential listeners. Similar to video-streaming service Viu, JOOX operates on a freemium model, with free subscriptions funded by advertising, and a paid-premium option as an alternative.

Globally, the number of JOOX subscribers has surpassed 100m since the service launched at the beginning of 2015. Smith says that rapid growth is a key part of Tencent’s business strategy, going into new markets — and that indications in SA are that this will be possible.

Explains Smith, “The more consumers get educated about streaming and see the advantages of streaming music, the more we have alignment of data prices, making streaming more affordable for the end consumer — and [the more we have] collaboration between music services such as ourselves and hyper-local content and artists, the better the adoption will be, and hopefully we can sustain and even improve on the growth figures we’ve seen so far.”

Hyperlocal

Unpacking hyperlocal, he says that JOOX makes efforts to promote unique local sounds by curating, showcasing and supporting artists. He mentions gqom, amapiano and ghoema as examples of SA genres that the platform has punted to date. The streaming service also has exclusivity agreements (of varying degrees) with certain labels when it comes to local content; he cites Coleske Artists as an example of this with Afrikaans music. In this case, artists are available through JOOX, Apple Music and MTN.

It’s the local focus that differentiates JOOX from the myriad other music streaming apps available here, says Smith. “We look at ourselves as a hyperlocal product, where we promote a lot of local artists, and we try to position ourselves as a local brand.” While the percentage of local music that is consumed is indeed “very high”, he acknowledges that “it needs to sit on a platform of internationally recognised content” — JOOX is by no means a local-only platform.

When JOOX expands into other African markets, which he says it plans to do (though nothing is concrete as yet), the focus will again be on local content. “Going into Africa, it’s about identifying what makes you hyperlocal in those territories,” he says. Aligning with key stakeholders in the various regions would also be critical to success, and this is something Tencent Africa is working on, he says.

Smith believes that, in the coming years, streaming will play an increasingly important role: “If we look at the growth of streaming music globally, it shows the most-significant growth of revenue into the music industry. If we look at the figures for 2018, we’re talking about streaming music almost contributing 47% of all global music revenue. It’s shown to not just fill the gap but supercede physical sales and any other forms of musical revenue.”

Opportunities for brands

According to him, within this growth are new opportunities for brands. “If we look at streaming music in the broader [media] landscape, and we look at how brands start to identify with music streaming, and embrace music services to supplement their brand and their brand positioning with consumers, I think streaming will play a much bigger role in that over the next five years,” he concludes.

 

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 column, “Press Pass”, is a monthly feature spotlighting media leaders and their responses to the trends and tribulations in the industry.

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Thinking B2B: Authenticity at the heart of social selling

by Warren Moss (@warrenmoss) Social media allows marketers to implement an interesting sales methodology: social selling. Widely used in more mature B2B markets around the world but still relatively new to South Africa in its formal sense, social selling is the practice of deliberately targeting relevant social media accounts and people to generate B2B sales leads, within a defined social selling framework and against specific business objectives.

In essence, it’s scouring relevant social media platforms of target accounts — mapping the decision-making units (DMUs) which influence buying decisions — and using the data gleaned to strengthen a position in cultivating a sales opportunity on that account. While many companies in the local market are using social media to inform their sales research, very few are doing it formally, deliberately and within a social selling framework, which make it most effective.

Example

By way of a personal example, I had set my sights on a very specific B2B account about a year ago. I identified the DMU and noted that one of the key people to the account was the chief marketing officer. I visited her LinkedIn profile which, it turned out, was well-curated and could see that she used the platform for regular business interactions. Having spent some time getting to know more about topics that interested her, I tagged her on a post that I thought might be relevant and — true to form — a week later she’d viewed my profile, giving me my first bite.

To cut a long story short, that company is now one of my clients. To be clear, we didn’t win the business because I used a social-selling methodology to prospect but it definitely helped win us the opportunity to pitch.

Subsequent to winning the business, I told the CMO that our initial interaction on LinkedIn had been deliberate and data-driven, and I asked her if it’d contributed to us arriving at the point of working together. She validated the methodology by confirming that our initial interaction had put the company on her radar and had established me, as the sales person, as her point of contact — because it was authentic, valuable and relevant.

Key components

This may sound relatively simple but there are some key components to successful social selling that are non-negotiable.

1. Authentic and meaningful

First, and more important than anything else, your interaction needs to be authentic and meaningful to establish your credibility and open up the opportunity to build a rapport. You also can’t play a numbers game on social platforms, employing a machine-gun approach to targeting sales prospects — that totally lacks the essential authenticity. Rather, it’s vital to carefully select your target accounts and prospect in a professional, authentic and engaging way. This increases the likelihood of them engaging. It’s easy to alienate them with the wrong approach or irrelevant information and, therefore, the risks are high.

The type of engagement is also linked to the platform on which you’re looking to interact with them. Just because they have personal Instagram and Facebook pages doesn’t mean they want to talk business on those platforms. How will engaging with them under holiday pictures with their families help cultivate business prospects?

I’m not downplaying the importance of getting to know business contacts on a personal level, but that can follow later. At the social-selling stage, adding business value should be foremost in your mind. Otherwise, it’s just stalking.

2. House in order

Secondly, you need to make sure your own house is in order by doing an internal audit of your own social media platforms. Companies spend a lot of time and money on user experience (UX) and design (UX) for their websites and, arguably, as much time should be allocated to curating the relevant social media platforms — including the profiles of the people employing social-selling methodologies.

If you’re looking to establish a connection via LinkedIn, your profile needs to be set up in a way that furthers the conversation. We often do social audits of salespeople for our clients and discover that their LinkedIn profiles haven’t been updated since they left their last position (often at a competitor to their new employer), which is a poor reflection on their attention to detail and the way they manage their personal and professional brands.

~•~•~

Social selling can be an excellent tool in a B2B marketing arsenal and can be done at scale, and a particular boon to those who don’t do well at face-to-face networking. But, as with all other meaningful interactions on social media platforms and in life, it needs to have authenticity at its heart — within a specific and deliberate social-selling framework and with clearly defined business objectives in mind.

 

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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Q5: Anne Githuku-Shongwe on a future sans stereotypes [interview]

by Carey Finn (@carey_finn) A representative at the UN Women South Africa Multi-Country Office, Anne Githuku-Shongwe (@anneshongwe) is an acclaimed speaker and social entrepreneur. She was also part of a masterclass with UN Women and Dove at Loeries in August 2019. Here, she shares a few notes on women’s leadership, stereotypes and social innovation.

Q5: I think it’s safe to say you know a thing or two about women’s leadership. Based on your experience, what would you say is the most-critical skill for women to cultivate for success?
Anne Githuku-Shongwe: Definitely emotional intelligence and compassionate nurturing [are] key for women’s leadership. Women as nurturing leaders always need to find a balance in working environments that come with varying dynamics of both organisational and culture space.

Q5: You have spoken about social innovation and the potential of gamification in bringing about learning and change. How do you think these concepts could be applied in a broad communication context — for example, advertising and marketing?
AGS: When I was an entrepreneur in my past life, I developed a mobile [game] to address the complex issues of gender-based violence and it worked amongst youth. I think, with the evolving of technology and the fourth industrial revolution (4IR) on us, it is imperative to think out of the box and how we apply this in the advertising space. How do we use gamification to address stereotyped advertising? How do we make it fun and yet ensure it is a platform causing change in behaviour and mobilising for action on issues such as gender equality, women’s empowerment and eliminating gender-based violence? Gamification to address complex issues is the way to go, and innovation has to be applied constantly in this 4IR era.

Q5: Continuing with advertising, let’s talk about the Unstereotype Alliance. What are the key goals for this initiative, going into 2020?
AGS: UN Women is keen to get on board at least 10 core members to champion the Unstereotype Alliance South Africa. That will be a good indicator of how serious the creative industry is. At the Loeries in August in Durban, Facebook and Google become two members to join Unstereotype Alliance. We are looking forward to eight more joining. SA’s creative industry has to lead on this; there is no other way.

Q5: In your opinion, what are some of the most-harmful stereotypes still being perpetuated in advertising today?
AGS: Naked women being portrayed as sexual objects; inadequate representation of women as leaders in adverts; not recognising LGBTQ communities. I saw an advert of a person with a disability — there should be more of those; the definition of success [is] always flighted superficially. There is a lot to mention, so it means working together through the Unstereotype Alliance and companies using the tools to check whether an advert is okay to flight as produced. The Unstereotype Alliance provides such tools.

Q5: What can we do in our daily lives to become more aware of our own biases, both conscious and unconscious, that could get in the way of gender equality?
AGS: I think it starts with [the] self — there are a lot of free online courses on gender equality and unconscious bias. UN Women also runs a number of campaigns and plans to provide platforms such as HeForShe [where] individuals can sign up and become part of the solution. For individuals working in creative spaces, they can encourage their companies to sign up for the Unstereotype Alliance through our offices; conversations within families, friends, communities [and] religious organisations can also be part of the solution.

  • Find out more about Githuku-Shongwe on LinkedIn.

 

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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Unlocking the holy grail — data, transparency & value

by David Alves (@TheDavidAlves) Consumer data has become a sought-after asset for every kind of business, from financial services to FMCG. For a long time, retailers have been investing millions (and millions) of rands trying to understand their consumer’s spending habits. All retailers want to be consumer-centric, to create behavioural change in a consumer’s life cycle and to maximise business-efficiency at every point in the value chain. We all want that. And therein lies the problem.

Manufacturers and suppliers are not privy to this data. Why? Because of the vast sums of money invested, retailers are keeping insights close to their chest. This is fair enough, but what’s happened in the pursuit of the holy grail of data is that costs for manufacturers and suppliers have spiraled. For retailers, expenses for internal resourcing, IT infrastructure and external consultancies have blanketed balance sheets in red where they once were black.

How did we arrive at this point?

Back in the day, consumers would walk from aisle to aisle, snaking through a maze of discounts and offers and simply taking what was on offer. But, as technology evolved and the FMCG industry and consumers evolved with it, new and wonderful things began to happen. Instead of mindlessly shopping, consumers began seeking out the offers most pertinent to their needs, and retailers followed.

Driven by very smart people, retailers began leveraging new ways to provide consumers with the very value they used to seek out and, instead, delivered it right to their fingertips through channels such as personalised offers via direct marketing and relevant in-app offers.

Today’s reality

Today, data has become both an enabler and a hindrance.

Imagine you’re an advertising agency and your client wants you to deliver a campaign that’ll “move the needle” and provide “ROI”. The ugly truth is that, unless you’re a shopper marketing agency or work directly with a retailer’s data, that brief will most likely be fobbed off to a media agency.

Now, imagine you’re a supplier. The supplier’s purpose is to produce products that consumers really want and that will easily sell, but they don’t know who wants them, why they want them or when they want them. In pursuit of understanding their consumers, retailers have become the gate-keepers of the holy grail of data. There are some incredible businesses out there which seek to demystify the data landscape and which provide sales data consolidation but unfortunately few provide consumer-level data.

The investment

When a supplier is investing in creating the demand and supplying the product, it seems unreasonable that retail access comes at such a prohibitive cost — in some cases, 2% of overall revenue. And what do you get for that hefty investment? Access. That’s it. No marketing, no campaigning, no deep-dive analysis.

Now, no one is asking retailers to play open books but since they are the ones wanting to see the “needle move”, one would think they’d open the gates and give everyone the opportunity to succeed.

Moving forward

In State of the Connected Customers, a recent Salesforce research paper conducted with 7000 participants, 76% of consumers expects companies to understand their needs and expectations and 84% of consumers expects everything to be personalised. That’s straightforward, but there’s more: 58% of consumers is more likely to share their personal data with a company if it will lead to a better experience. However, 51% of consumers says most companies fall short of their expectations for great experiences.

If experience is the key to better consumer retention, repeat purchase and advocacy, then who better than the brands themselves to be given an opportunity to provide an experience that speaks directly to life cycle needs of consumers, and delivers on their needs for a great shopping experience?

In a limping economy such as ours, isn’t it time we all worked towards generating growth and moving that elusive needle instead of pinching pennies and stonewalling each other with inflated investment terms and insurmountable obstacles? If no one broaches the issues of greater transparency and access to data, we’ll all continue to blindly go where we’ve always gone before.

 

David AlvesDavid Alves (@TheDavidAlves) is head of eCRM for Pernod Ricard Sub-Saharan Africa. He is an accomplished and seasoned digital marketing specialist, with 12 years of entrepreneurial, digital agency and corporate experience ranging from multinationals to bespoke SMEs.

“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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#BigQNarratives: It’s time for the new kids on the block

by MarkLives (@marklives) Is adland embracing an African narrative? Are South African advertising agencies and brands embracing an authentically African narrative and aesthetic or do they continue to imitate American and European work? What can agencies, and brands, do to shift the paradigm towards embracing a unique creative identity that speaks to our African roots? Next in our panel to tackle this question is Duma Collective’s Sibu Mabena.

Sibu Mabena

Sibu MabenaSibu Mabena (@sibumabena), a 27-year-old graduate and owner of Duma Collective, founded her agency while doing her BA in political science and international relations at the University Of Pretoria. She has worked on Cassper Nyovest’s Fill Up The Dome, Fill Up Orlando Stadium, Fill Up FNB Stadium, Global Citizen, SAMAs, MTV Africa Music Awards and many more. Her agency has talent-managed Lootlove, Reason, Dj PH, Natasha Tahane and Motshidisi Mohono, as well as run successful social media campaigns for Amstel, Engen, BET, MTV in Nigeria and Kenya, Heineken SA and more.

I say this often about African hip hop artists… Try to be like them and you’ll always fall short because they’ll always have more experience than you at being “Them”. I fondly refer to Americans and Europeans as “Them”, not because I have any ill feelings towards “Them” but because I have a great sense of appreciation for what the people of the west and north have managed to achieve when it comes to influencing the rest of the world into appropriating their culture and subconsciously localising it.

McDonald’s, Coca-Cola, Ford, hip hop as a culture and the likes have done an incredible job of maintaining their heritage, regardless of their globalisation. Do we blame the local hosts of these great corporate giant products for allowing these culturally stubborn brands to inhabit our scarce land (and market), and attribute that to lazy marketing, or do we subserviently accept colonisation as the uncurable cause? My answer is two-fold: a bit of yes and no.

‘Rebellious creative’

The insurgence of the ‘rebellious creative’ is rife. Young, proudly African, articulate and demanding creatives are occupying more and more seats at the table and challenging briefs from ‘global’. Gone are the days where young people were seen and not heard. The children, nieces and nephews of the mamas who were seen smiling for washing powder or a cooked meal in TVCs that replicated 1960s’ American ads, produced by the likes of McCann and Y&R in New York, have gone to advertising schools and now have jobs at the operating companies of those very same agencies in South Africa and they have started to influence the creative…

Where we would previously see Colonel Sanders as a representation of our favourite international fried chicken brand and the localised version in the form of Joe Mafela as the counterpart’s mascot, we now have Khuli Chana rapping along to his own music while walking down a township street half the population in SA can recognize and enjoying a piece of fried chicken. Relatable content!

The infamous Woolies flashmob digital ad, featuring the Soweto Gospel Choir singing Asimbonanga, is a heartwarming example of proudly South African content worth exporting… just like the stars of the ad who now sell out shows in theatres on many continents. Beyonce’s alleged (in her Spirit video) copy-and-paste of Petite Noir’s La Maison Noir visual album’s creative, as well as choreographic influence from Pantsula dance, which originates in SA, is a clear example of the rise of African creative influence on people who don’t live here. Our creative exports, such as Trevor Noah, Nelson Makamo, Thuso Mbedu, Sharlto Copley, Ladysmith Black Mambazo, Esther Mahlangu, Soweto Gospel Choir, Nomzamo Mbatha and all the works they’ve produced are a clear example of the market share we, as Africans, command in the global creative market.

Light of day

But is adland doing enough to produce more and more of this relatable, ‘celebratable’ content? Not yet… How do we ensure that the ideas of young, proudly African and very capable creatives see the light of day? WE MAKE THEM SEE THE LIGHT OF DAY.

I say this with all due respect to the experienced and wise creatives who’ve played a big role in building the SA marketing landscape as we know it: move out of the way and allow new ideas to flourish. This isn’t rocket science; it’s human science. It takes humans to come up with ideas and then execute them… so allow the humans with good ideas, that stem from a context which the masses can relate to because the masses are African, to have a seat at the table.

We’ll continue to struggle to produce proudly African content if we continue to stubbornly ignore the opportunity that exists before us. The world is hungry for proudly African content that is authentic. If Americans can be bold enough to proudly benefit financially off producing stories like the Lion King and Coming To America, two stories themed around an African narrative but told by Americans, what is stopping us from doing the same… and better?!

Old guard, allow the new kids on the block to flourish. New kids on the block, spread your wings and prepare to fly! Adland needs your African context to create authentically African stories that will make brands stand out in the local and global market.

Makwande!!!

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MarkLives logoLaunched in 2016, “The Big Q” is a regular column on MarkLives in which we ask key advertising and marketing industry execs for their thoughts on relevant issues facing the industry. If you’d like to be part of our pool of panellists, please contact editor Herman Manson via email (2mark at marklives dot com) or Twitter (@marklives). Suggestions for questions are also welcomed.

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The Martini Shot: The state of SA commercial production 2018/19

by Bobby Amm. The CPA recently released the results of its annual survey that aims to measure the size and scope of the commercial production sector in South Africa from May 2018 to April 2019.

As the CPA represents about 80% of independent commercial production companies active in the market, the results — generated by 42 participating production companies — represent “the minimum” figure in each category while recognising that the actual totals (had all companies submitted information) would definitely be more than what’s presented in the final report. The results do not purport to represent the entire industry but do establish a useful baseline which enables us to identify important trends and industry growth or decline.

Three types

The survey measures all three types of commercials produced in South Africa:

  1. “local commercials” produced for the local market
  2. “service commercials” where foreign production companies jobs are serviced in SA, and
  3. “international/SA commercials”, in which SA production companies (and their SA directors) produce international commercials directly for foreign agencies.

In total, 640 commercials were produced in SA in the year under review, at a total cost of R1 611 925 179.70, using 1530 shooting days at an average daily budget of R1 053 545.87

Of the total, more local commercials (322) were produced than service (289) and intl/SA (29); however, service commercial had almost double the number of shoot days and their average budgets were almost 50% higher than their local counterparts. Cape Town was the most-popular location with 63% of all commercials filmed there, followed by Gauteng at 35% and the other provinces combined at 2%.

Top five

Service clients came from a wide variety of countries but the list of the top five remains the same:

  1. UK: 73
  2. Germany: 67
  3. US: 45
  4. Scandinavia: 26
  5. France: 25

There have been some interesting changes over the last year in terms of what the budget is spent on. Traditionally in the local market, crew remuneration and post production have been the two biggest expenses but, this time, equipment hire took over from post production. This indicates the increase in post-production that agencies are taking direct or in-house. The two largest expenses in the service sector are crew remuneration and equipment hire but, this time, the cost of talent eclipsed equipment hire as the second-largest cost.

In the average budget, crew cost account for 27%, followed by equipment hire at 16%, and talent fees and art department equal at 12% each.

Bounced back

The CPA survey is now in its 15 year and, during this time, a core group of consistently participating companies have been tracked to assess their progress. The service sector has bounced back from a challenging season 2017/2018, in which Cape Town’s drought and increasing costs put the industry to the test. The situation is a lot more serious in the local industry, where budgets are declining every year, margins are tighter than ever and independent production companies have been negatively impacted by the in-house trend.

The main aim behind the survey is to enable the CPA to effectively lobby government departments and other important stakeholders. By being able to identify our contribution to the economy, tourism and job creation, the CPA is able to make a strong case to the authorities for assistance when it comes to barriers to entry and factors that threaten an environment that is conducive to successful production.

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Bobby AmmBobby Amm is chief executive of the Commercial Producers Association of South Africa (CPA), the trade association of production companies that produce television, cinema and internet commercials for the local and international market. After a brief stint in journalism, she began her career in the industry at the Consultative Committee for the Entertainment Industry in the early 1990s. She first joined the CPA in 1997 but left three years later to join a production company. After finding that she missed the big-picture perspective of the CPA and the interesting issues which continuously perplex the production industry, Bobby returned to the CPA in 2003. She contributes “The Martini Shot” column monthly, covering developments, trends and insights into the commercial production and film services industries in South Africa, to MarkLives.

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