Back2Basics: B2B connection marketing — getting engaged

by Mark Eardley (@mdeardley) “The age of the customer.” What a daft expression. In all B2B marketing’s history, when was it ever not, huh?

It’s the sort of dumb buzz-phrase that typically prefaces a deluge of drivel about B2B’s latest smoke ’n mirrors gadgety gizmo. It’s an early-warning signal that someone’s about to dazzle you with insights into the blindingly obvious, that they’re going to reveal ground-breaking stuff such as the notion of customers being really important.

It makes me wonder if there’s a whole eon of marketing that I never got to hear about, of a golden age when B2B firms didn’t have customers — presumably because they didn’t need them.

Joinery

In this new era of marketing, it’s surely high time we added some suitably groovy terminology to its lexicon. I’m proposing that “connection marketing” (ConMar) should become the overarching umbrella title for a dynamically enhanced approach to succeeding in the age of the customer. It’s an angle that will rejuvenate the outdated concept of customer centricity. Its value lies first and foremost in its novelty. This will hopefully guarantee widespread adoption among marketers desperate to excel by unshackling themselves from any technique slurred by association with tradition and convention.

I will, of course, need to start the ICM — that’s the Institute for Connection Marketing — and launch a membership campaign. Prior to that happening, let’s do an early (and exclusive) deep dive right off the bat and unpack two of ConMar’s tactical wizardries: butt and dovetail.

But before we go there, it’s important to appreciate the strategic simplicity of ConMar. There are only two actors in this connective approach: buyers and sellers. The high-level essentiality of ConMar is all about joining the two together, engaging one with the other and constructing ties (or, more correctly, ‘link-bonds’) between them. I’m sure you’ve already gathered that ConMar thinking is avant garde and retro at the same time — it’s ‘avantro’. That’s another ConMar newism. Avantro cognation underpins a liberative mind-move that justifies the appellation of buyers as ‘customers’ because we’re now in the epoch of, you guessed it, the customer.

Nova-age

Obviously, we’ll be delving into a toolbox brimming with nova-age implements. These objects or, if you prefer, apparatuses, will empower rapidity-oriented dexterity in ConMar’s beach-heading.

That agility will be platformed on technological advances in metaphorical saws, mallets, chisels, planes and rulers. This will ensure that we’re cutting-edge, driving things home, removing excess, levelling the playing field, keeping everything aligned and measuring results.

Talk about ticks in all the right columns! Or, as we say in ConMar speak, we’re jet-streaming a pivot that’s tractioned to a nexus focus on customerisation (translation: the delivery of higher sales, margins and loyalty).

Tacticos

OK, here’s those snackable taster-definitions of two ConMar tacticos (sic).

1. Butt

This is the weakest but most commonplace of link-bonds between sellers and customers. Only minimal effort, training, practice and expertise are required to configure this simplest of joints. That’s why it’ll be so mega-popular.

To operationalise it, you need to position the two strategic actors (the bi-stractors) so that they butt one against the other. Gravity helps with this. Then hope they stay that way, thanks to optimism and wishful thinking — which are, after all, the most-abundant zero-cost commodities in many B2B marketing departments. No tools required.

2. Dovetail

The monarch of link-bonds. They’re ideal for marketers craving to create and maintain the integrity of robust and mutually rewarding customer bondisms. In comparison to the perfomatively low-indexing connectivityness of butts, dovetails require lots of effort, training, practice and expertise. They will appeal most to marketers who adore new objects/apparatuses (and somehow still have the budget to acquire them).

However, this one comes with a deployment caveat. Because there’s not likely to be enough effort, training or practice, there won’t be much expertise in ‘dovetailing’ with customers. Typically, by the time that expertise has been on-boarded, there’ll be another revolution in B2B marketing, and ConMar will be classed as boringly traditional, conventional and quickly forgotten.

It’s endorsed by real research. Really

Before ConMar’s demise occurs, I’m naturally buoyed by results from yet another insightful study by the B2B sales experts at The Miller Heiman Group. This one’s the World-Class Sales Practices Study, 2019. I’m buoyed because — joking aside — this extensive, global study fully supports ConMar’s ethos. Seriously, it does. Like this:

The main goal of customer engagement is for customers to perceive every interaction, whether with or without human contact, as relevant, valuable and differentiating.

Three customer engagement practices had the most significant connection to sales performance:

    1. Customers have consistently positive interactions in every channel they use to engage us.
    2. We consistently conduct mutually-valuable sales calls with customers and prospects.
    3. Our sellers effectively communicate value messages that are relevant to buyers’ needs.

That trinity of high-performing practices came out tops in analysis of data collected from 949 global sales leaders in the technology, manufacturing, healthcare, professional services and banking/finance sectors. Seems to me that the real-world moral of the study’s sales-boosting findings is quite simple: know your customers and sell ’em what they need.

 

Mark EardleyMark Eardley (@mdeardley) advises B2B companies on how to govern their marketing to attract and retain profitable customers; several of his clients have grown to become market leaders. Apart from his new column for TGIFood, he and Charlie Stewart have written Business-to-Business Marketing: A Step-by-Step Guide (Penguin Random House), which offers practical, actionable advice on how to make marketing make money. His monthly “Back2Basics” column on MarkLives covers how B2B companies and their agencies should manage their marketing.

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#BigQDiversity: Another diversity article

by MarkLives (@marklives) How are South African creative agencies faring in ensuring gender equity in the workplace? Are women enjoying the same opportunities and pay as their male colleagues — or are they still mired in gender bias, sexism and harassment? Without any real hard data available, we check in with key female executives for their assessment of the state of adland.

Khanyi Mpumlwana

FCB Joburg creative director, Khanyi Mpumlwana (@kahnyee_) is a copywriter but she’s first Black. Woman. Creative.

I hate the word diversity. It sounds like putting a few different people in a room without any thought of active integration. Inclusion, however, is more deliberate. If we can start having conversations about inclusion, we’ll be in a much better place. There is a myriad of studies that make the business case for inclusive workplaces, which allow for better communication to consumer groups from different cultures, races and religious backgrounds.

Better sales. Pragmatic solutions. Better innovation and stronger creativity — which, in turn, attracts new employees and retains the ones we already have. It’s not that agencies aren’t aware of it. But the industry has an inclusion problem.

  • 57 725 600 people in South Africa
  • 46 682 900 of them are black
  • 23 896 700 of those black people are women
  • Around 15 of those black women are noted creative leaders in advertising
  • All of them are straight and able-bodied

No time for a thesis but here’s to celebrating the most-underrepresented voices in the South African ad industry: black women.

The creative black women

A Harvard Business Review conducted a study that suggests that men are seen as more creative. The belief is that creativity takes autonomy, independence, and thinking that diverges from the status quo. These are perceived to be “masculine” traits.

Client nton-nton wants a tv ad as hilarious as the last one that touches on popular culture and sells the facelift of one of his bestselling cars. Target? Black middle class 25–35. Who’s the first person you want to brief? Is it a woman?

The disparity of opportunity in advertising is driven by implicit bias. Asking for a friend — are you making her do the hair food campaign because she’s good at what she does, or is it that you’re convinced she’s the only one who’ll know the difference between shea butter and Moroccan oil?

Harvard’s Project Implicit, launched 2011, teaches us that implicit bias is the difference between being unwilling and being unable. For example, “You may believe that women and men should be equally associated with science, but your automatic associations could show that you (like many others) associate men with science more than you associate women with science.” Advertising’s implicit bias is the inability (not the unwillingness) to associate women with creativity and the fast-paced, demanding nature of the industry.

The black women who know that equality to some means oppression to others

Our industry is somewhat allergic to anything that feels like compliance. Often, the argument is “we pay talent, not quotas.” The perception that black people, specifically women, are brought into the industry by law and not by innovative thought is evident. Leaders, shareholders and board members need to be deliberate about their approach to equal pay, otherwise it won’t change. According to the World Economic Forum, South Africa is 19th on overall gender equality, but 117th out of 149 countries on equal pay. While companies with over 50 employees are required to report on their policies and income differentials, those companies still find loopholes. There has been an improvement, however, since the introduction of the MAC Charter but there’s a long way to go.

The black women with things left unsaid

Let’s talk about #MattBlack [the hashtag used by women to discuss alleged experiences of abuse by an industry strategist — ed] and the many men who continue to abuse women across the industry — the men who don’t need to see your portfolio in an interview but, rather, what you can do for them. The industry parties in Durban with half-naked women serving you shots. We say nothing because we don’t want to shake up the tradition of the boys’ club. We don’t want to prove them right when they say we’re ruining the fun. We, too, want to chuckle at Bowls Club over Eddie’s chicken. Most times, we’ll laugh with you even when you’re doing it at the expense of an anecdotal woman we don’t know, who probably had one too many tequilas because she felt saying “no” would make her seem weak. It’s uncomfortable. And we all know how to smile through it.

Sexual harassment and comedic microaggressions are commonplace in our industry. When a few brave women took to Twitter about #MattBlack, I thought, “Yes, finally.” But the conversation stayed with those few good women. It was particularly interesting that no black women talked about their experiences: How they’ve been sexualised in the workplace or at a certain restaurant in Bryanston. How, even when they’ve just made a point, their male CCO will make the point louder (cue a reverberation of “Wow, that’s ingenious”, “Mmmyes”, “Ah”). More importantly, we’re not talking about how none of the black women will say these things, because they’re not palatable. Because when they say them, they’re angry.

The black women who talk in echo chambers

Finally, and this has to be said, it’s highly problematic that, whenever this industry wants to have these conversations about diversity, the only people invited to have the conversation are those who are disadvantaged. Where are the white industry leaders talking about transformation without trying to silence the marginalised? Where are the men writing about gender diversity without mansplaining? How many of our older industry leaders are actively working to nurture younger people to create more opportunities?

Opportunity isn’t pie. Ayipheli. Giving of ourselves to help someone else grow won’t destabilise us.

Cue multiple hashtags.

So, here’s to the black women who wake up every day, drag themselves into the studio and tell funny, nuanced, insightful and breathtaking stories. May we be them. May we fill up the awards stage. Hair did. Sneakers laced and ads banging. May we step up while the industry catches up. May we be more than 15.

See also

 

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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SA TV Ratings: DStv — primetime top 30 for Jul 2019

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

DStv logoDStv, July 2019

Top 30 Programmes All Adults 15+ & DSTV Adults
July Prime Time 5.30pm—10pm

Source: BRCSA July 2019

Adults 15+ years U:35830 S:8384

Digital DStv U:20803 S:5445

Day

Date

From

To

Station

Programme title

Genre

AR

Viewers

Share

AR

Viewers

Share

Thur 04/07/2019 2100 2130 MZAN The Queen Movi 3.75 1 343 955 11.1 7.53 1 566 148 20.6
Sun 14/07/2019 1731 1859 MZAN Idols SA Real 2.91 1 040 714 9.6 5.89 1 225 374 17.2
Sun 14/07/2019 1901 2000 MZAN Our Perfect Wedding Dram 2.87 1 028 347 8 5.84 1 215 759 15.2
Thur 04/07/2019 2030 2059 MZAN Isibaya Dram 2.35 840 264 6.1 4.68 972 505 11.7
Sun 28/07/2019 2001 2100 MZAN The Republic Dram 2.34 836 631 7.8 4.96 1 031 863 15.4
Wed 10/07/2019 2045 2252 SUP4 Total Africa Cup of Nations 2019:Nigeria Spor 2.27 811 463 7.5 4.48 931 393 15
Thur 04/07/2019 2001 2029 MZAN Uthando Nesthembu Real 2.24 802 235 5.7 4.57 950 362 11.3
Sun 28/07/2019 2130 2158 MOJA Uyajola 9/9 Real 2.22 793 765 11.4 4.63 962 394 20.8
Thur 25/07/2019 1901 1930 MZAN The Throne (Drama) Dram 2.09 748 323 5.5 4.29 893 025 11
Sun 21/07/2019 2000 2059 MZAN 13 Hours Movi 2.08 746 844 7 4.29 891 683 13.4
Sat 06/07/2019 2045 2257 SUP4 Total Africa Cup of Nations 2019:South A Spor 1.93 691 463 8 3.89 808 707 14.1
Mon 08/07/2019 1930 1959 MZAN Isithembiso Dram 1.85 661 260 5 3.95 822 197 9.8
Sun 14/07/2019 2000 2030 MWET Lockdown (Drama) Dram 1.66 595 765 4.8 3.56 740 145 9.4
Mon 08/07/2019 2000 2028 MZAN Impilo(Drama) Dram 1.59 570 123 4.1 3.44 715 594 8.4
Thur 25/07/2019 2001 2031 MZAN Living the Dream with Somizi Real 1.58 565 184 4.2 3.19 664 482 8.3
Sun 07/07/2019 1930 1957 IDOL Idols Extra:Pretoria Auditions Wooden Mi Real 1.54 553 278 4.4 3.19 664 487 8.4
Sun 07/07/2019 1959 2027 IDOL Idols Extra:Pretoria Auditions Golden Wi Real 1.53 546 811 4.5 3.22 670 151 8.6
Tue 09/07/2019 2000 2029 MZAN Please Step in Vari 1.5 539 057 3.9 3.14 652 599 8.1
Mon 01/07/2019 1959 2028 MZAN Lockdown Movi 1.49 533 599 3.9 3.21 667 824 8.2
Tue 02/07/2019 2000 2029 MZAN Utatakho Real 1.47 527 512 4 3.01 627 114 7.7
Sat 27/07/2019 1556 1556 SUP4 S/Sport:Sports Spor 1.47 525 630 6.1 2.93 610 018 10.8
Sat 13/07/2019 2000 2028 MOJA Zodwa Wabantu Uncensored Real 1.44 514 077 4.4 2.97 617 862 8.1
Sat 20/07/2019 1653 1908 SUP1 Castle Lager Rugby Championship:South Af Spor 1.43 512 347 5.3 2.54 528 931 8
Sat 27/07/2019 1125 1133 SUP1 Captains Interviews Spor 1.36 488 241 8.1 2.56 532 474 11.3
Sat 27/07/2019 1504 1756 SUP4 Carling Black Label Cup 2019:Kaizer Chie Spor 1.35 482 826 5.5 2.72 566 749 9.9
Wed 03/07/2019 2001 2029 MZAN Papa Penny Ahee Vari 1.32 472 612 3.4 2.93 608 948 7.3
Sun 21/07/2019 1959 2026 IDOL Idols Extra:Cape Town Auditions Golden T Real 1.29 463 458 4 2.77 575 687 8
Sat 27/07/2019 936 1123 SUP1 Castle Lager Rugby Championship:New Zeal Spor 1.29 462 558 8.3 2.41 502 218 11.4
Sat 06/07/2019 2257 2400 SUP4 Total Africa Cup of Nations Wrap Spor 1.28 460 164 10.3 2.45 509 943 17.5
Tue 02/07/2019 1701 1755 MBIO Buya Tata Dram 1.23 440 036 5.4 2.64 549 755 9.8

 

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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BREAKING: Publicis Africa appoints new MD

by MarkLives (@marklives) Publicis Africa has announced that Odette van der Haar will be joining the agency as managing director, effective 1 September 2019, to strengthen the management team and build on the group’s recent growth and successes.

“We were extremely selective in appointing an MD who shared our vision for transforming the craft and industry and have found the ideal leader for this in Odette,” says Naeem Seedat, Publicis Africa CEO of communications. “With a proven track record of driving the industry forward, we are excited at the excellence that Odette will bring to the team and our clients.”

Extensive experience, knowledge

Van der Haar has extensive industry experience and knowledge, most recently holding the position of CEO at J. Walter Thompson Johannesburg. Prior to that, she was the CEO of the Association for Communication and Advertising (ACA) of South Africa.

“I am excited to announce my role at Publicis during Women’s Month,” says Van der Haar. “I hope that the announcement of my appointment will inspire young women everywhere to go out and achieve their goals, no matter how difficult the path to success may seem. I consider it a privilege to lead within an agency with such a forward-thinking model in an era where clients demand more from their investment with agencies.”

Publicis clients currently include global brands such as L’Oreal, Nestle, Mercedes-Benz and Kellogg’s, among others.

See also

 

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The myth of originality

by Yatish Narsi (@yatishnarsi) The 2019 Loeries are now officially behind us and, as always, the debate lingers for a while. Which work deserved a little more or, indeed, a lot less? All awards are subjective and, in some ways, you can argue this is part of the magic. Which work is scam work, which agencies clearly target work for awards or just simply which work was gooood but not Grand Prix? Judging this year, however, did leave me with new questions and debates to chew on.

The first thing

Originality is an interesting one and the is first thing you are encouraged to ask when judging. Is this new, fresh, exciting and original? Has this been done before? Answering this depends on two things.

  1. The collective memory and recall ability of the people judging, or
  2. Their ability to Google their suspicions effectively

There’s work that’s a blatant rip-off — someone trying to pass of someone else’s work as their own original idea — and this is something we can universally agree on as terrible. Then there’s work that arrives at a similar answer to a similar problem, where you have no knowledge this has actually been done before. This is regrettable — annoying for the entrant but part of being a creative. Lastly, you have truly original work. Or do you?

Everything is a remix. Not only is this a bold claim but also a fascinating online documentary (link below) that is well worth watching. In it, Kirby Ferguson, essentially aims to debunks the myth of creativity and originality, arguing that everything we create involves three simple steps: copy, transform and combine. He demonstrates this process in creation across ‘originals’ from music to movies and popular culture, breaking these creations down in the little samples of all the works they drew from. Bob Dylan, Led Zeppelin, George Lucas and Steve Jobs are all explored in his study. The idea is not to expose them but rather to challenge the myth of creation — to challenge the idea that copying is bad when it’s fundamental to how we learn and in fact how we create.

Remix

Folk artist, Woodie Guthrie, once commented regarding copying melodies, “The words are the important thing. Don’t worry about the tunes. Take a tune, sing high when they sing low, sing fast when they sing slow, and you’ve got a new tune.”

“If I have seen further it is by standing on the shoulders of giants,” Sir Isaac Newton once remarked.

“Good artists copy; great artists steal,” Pablo Picasso is widely quoted as saying, and no doubt there are countless other versions of that sentiment, each remixed by the original author of that comment.

Even my title is a remix of Malcolm Gladwell’s Creation Myth, a 2011 piece he did for The New Yorker on Apple, Xerox and how we innovate.

I don’t think we should be asking ourselves: Has this been done before? It has! Rather, we should think about three things that Ferguson argued Led Zeppelin didn’t do.

  1. They didn’t credit the original artist or source of their idea
  2. They didn’t modify the idea enough
  3. They copied without making fundamental changes

Celebrate

In an age where access to ideas is so incredibly abundant, we should celebrate this dark secret of how we all create. We are inspired by the work of others; we learn through observation and emulation. Let’s get off our high horse of originality, enjoy all the incredible work that has come before us and remix all these samples into new amazing work that will inspire others to keep remixing.

My last point concerning this challenge is that it’s not even the real challenge going forward. With the rise of artificial intelligence (AI), and machine-learning based creative systems (which, by the way, supercharge the idea of copy, transform and combine) the real question for the awards shows of the future is going to be less “Is this original?” and more “Was this done by a person, an actual human being?” Or do we have a category for AI to enter? Better yet, when do we pit people against machine?

Good luck with that one.

 

Yatish NarsiYatish Narsi (@yatishnarsi) is an architect, partner and chief experience officer at Grid Worldwide. He has spent 13 years designing and developing solutions for brands across multiple categories, including apparel, QSR, FMCG, telecoms, banking, and workplace. His cross-discipline background in architecture, design, and experience has helped him develop a unique understanding of human-centred design, operational design, and brand and strategy.

“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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Clicks ’n Tricks: Time to dump the data management platform?

by Charlie Stewart (@CStewart_ZA) The marketing industry’s got itself into a tech-induced fankle* of late.

Like all industries, ours has embraced technology. It makes our campaigns more efficient; it helps us improve targeting; and it sheds light on what works and what doesn’t. Yet it feels that here in South Africa we’re late to the party and, as a consequence, are buying solutions that aren’t entirely fit for purpose.

Martech’s allure

Seductive promises from vendors have seen us lap up technology. A Gartner study of 600 marketing leaders in the US and UK found that, in 2018. CMOs spent 29% of their budgets on martech. That’s a staggering 6% more than was allocated to media spend. Unsurprisingly, the money pouring into the sector has led to a mushrooming in the number of available martech products. The latest iteration of Scott Brinker’s marketing technology supergraphic lists over 7 000 solutions and systems — up from 150 in his inaugural 2011 chart.

While much of the tech works and really does help brands become more competitive, a substantial chunk doesn’t. Worse, it can blind us to our purpose as marketers.

Technology has a terrible tendency of encouraging us to focus on the machine and its output to the detriment of strategy and common sense gut-feel. We become dazzled by features we never knew existed (and probably never needed) and follow data down rabbit holes to the point that we lose sight of our purpose. Technology also becomes obsolete — sometimes very, very quickly.

Programmatic dilemma

Much of the recent spend on martech has gone to platforms that aid programmatic advertising.

Media buying has always been a challenge and lots has been said about digital ad fraud. Looping back to the Gartner statistic, this may explain why marketers are willing to spend more money on data management platforms (DMPs) and demand side platforms (DSPs) — the systems that enable ads to be flighted — than with the publishers themselves.

They’ve been pulled in by vendor sales pitches: target people at the exact time they’re thinking of buying a product/service like yours; spread your ad spend across multiple platforms without needing to negotiate placements with each media owner; and, most compellingly of all, use cookie-matching capabilities to build lists of people who are just like your current customers and therefore have a strong propensity to buy from you.

Now, I’m no Luddite intent on taking a sledgehammer to today’s textile contrivances but the data landscape is evolving rapidly and current changes are likely to have a significant impact on the ability of DMPs to live up to their promise.

Legislators unite against GAFA

The threat of punitive legal censure from legislators is making Facebook and Google think twice about sharing the kind of data that enables DMPs to deliver lookalike audiences from third-party information. Apple’s spotted an opportunity to position itself as the consumers’ friend by driving the adoption of Intelligent Tracking Protocol (ITP), which limits the use of cookie tracking, and all the signs are that Google’s about to apply ITP to its Chrome browser. Indeed, these changes saw Scott Hagedorn, Omnicom Media Group CEO, tell DigiDay that DMPs are virtually useless.

So, if you’re a South African brand thinking of spending a big chunk of change on a DMP in the hope that it’ll help you reach a third-party audience, I’d think twice. If, like me, you believe that tech can make you more competitive, you might be better off getting to know your current customers and investing your money in a customer data platform (CDP) — more on that in a future column.

*A fankle is a wonderful Scottish word that could be likened to ‘a mess’ but just seems so much more descriptive of the confusing world of martech.

 

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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Q5: Keeping brands fresh, with Michelle van Schalkwyk-Haley

by Carey Finn (@carey_finn) Michelle van Schalkwyk-Haley, Pick n Pay head of brand, shares insights into moving beyond functional advertising.

Pick n Pay logoQ5: You have spoken about the need to make products “sexy”. How has Pick n Pay done this?
Michelle van Schalkwyk-Haley: I can’t entirely remember the context in which I said this but I believe we can make product marketing “sexy” — in comparison to “here is product and this is the price” — if we really make the effort to understand our customers and their needs. For many customers, their shopping experience and the products they purchase mean more to them than we realise. As a retailer, it’s our responsibility to understand this very well. If we understand the reason behind a customer’s shopping behaviour, rather than the behaviour itself, we have the opportunity to understand our customers much better and talk to them more personally, instead of focusing solely on price and quality.

Q5: Could you walk us through the evolution of Fresh Living over the past few years — both in terms of purpose and content?
MSH: Fresh Living has evolved significantly since March 2016, when the magazine became free to our Smart Shopper customers. This saw the print run jump from just 60 000 copies per month to over 500 000. This meant that not only did our reach expand but also our audience. We knew that we needed to make sure our content remained something that our wider audience could relate to with strong appeal. To bring our everyday products in-store to life through Fresh Living’s pages, we believe we have found a great balance by sharing the best lifestyle inspiration, the latest food and drink news and accessible, everyday family recipes every month.

Q5: How are readers engaging with different content platforms (print vs digital, desktop vs mobile, for example)?
MSH: We are increasingly seeing digital and mobile as one, as the majority of our digital content is viewed from mobile devices. Our [Pick n Pay] website reported a 90% increase in visitors last year, of which over 50% were from a mobile device. Bucking the national trend of declining print readership, more and more customers are engaging with our print content through Fresh Living since it became free to Smart Shoppers. We also recently launched a monthly “Top Picks” supplement in-store — a new and improved version of your typical promotional leaflet. While informing customers of the latest promotions, it is extremely visual and adds value by including tips and ideas. This has been very well-received by customers in-store.

Part of the shift that we have made in generating content has been to tailor the content for the media, rather than using the exact same content across all media types. With digital viewership increasingly happening on mobile, we continue to see a decline in online attention spans. Customers are busy and from these platforms they want content that is short and visual, so we have delivered on that for them.

Q5: What content can we expect from PnP going into 2020 — anything fresh?
MSH: Always something fresh! We really listen to our customers and work hard on innovation so that we can engage with them according to their specific needs.

Q5: Based on your experience with PnP, how would you say brands can move beyond functional advertising?
MSH: It isn’t easy but it is possible. Often, when the economy tightens, marketing budgets are the first to be cut. In theory, this should lead to more creative solutions to reach and connect with consumers. But, in reality, many marketers opt for instant gratification for immediate sales, instead of marketing products to build a brand longer-term in the minds of consumers, and to make a brand future-fit.

But there is an element of balance that is required to do functional advertising successfully. If you are not driving sales now, you won’t be around in 10 years to reap the benefit of the long-term brand-building strategy.

What we do know, though, is that consumers are ready. Many brands that have moved beyond functional advertising are the brands that are remembered and loved by consumers. Consumers need to be connected at a human level. There is a massive opportunity for marketers to create advertising that is more enticing and really connects with consumers.

  • Connect with Van Schalkwyk-Haley 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 new regular column “Q5” aims to hone in on strategic insights, analysis and data through punchy interviews with experts in media, marketing and design.

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Data enables, rather than defeats, creative freedom

by Matthys Esterhuysen (@hellocomputer) Netflix uses data to create a hit TV show, House of Cards. Cambridge Analytica uses data to influence a US election. A machine writes a Lexus television ad. These events are proof-points for the claim made in 2006 by Clive Humby, the British mathematician and architect of iconic supermarket reward programme, Tesco Clubcard.

Foundation

However, since he uttered the words “Data is the new oil”, data as valuable commodity has only increased in quantity, if not value. Data (and its accompanying buzzwords) permeate not just our industry but culture at large. It’s also the foundation of most of the biggest trends in marketing: artificial intelligence (AI), personalisation, omnichannel attribution.

According to The Data-Centric Organization 2018, a Winterberry Group research report published in February 2018, the majority of marketers appreciate this and are rolling out strategies to support data-centricity. This report stated that, in 2017, 17.3% of marketers said they had no strategy but were planning to develop one; 49.4% said a strategy had been developed but not yet implemented; and 23.4% had both developed and implemented a strategy. More importantly, 44.4% said they expected their organisation to be “extremely data-centric” in 2019 and 34.6% said they’d be “fairly data-centric”. Not one marketer said their organisation would be “not at all data-centric” nor even “not very data-centric”.

It goes without saying that the growth in data-driven marketing has been in performance and media. On the performance side, US figures from Winterberry show that spend on data management, processing and integration increased by 25.1% from 2017 to 2018, while that on analytics, modelling and segmentation rose by 2.9% for an average increase of 17.2%. On the media side, also in the US, data now represents a substantially larger component of display advertising budgets. It’s now in the vicinity of 10% to 12% of every US dollar spent, up from less than 5% just five years ago.

Benefits

Obviously, this is because marketers have seen the benefits of data-driven marketing. Despite the success illustrated by various campaigns and even though a lot of money is being spent on data by marketers, it’s mostly in efficiency and media. Many, including myself, believe that the next frontier will not be data-driven creativity but data-informed creativity, as creativity itself is a major driver to comms success and can’t be ignored, and likely not automated either.

Centaur model

AI can accelerate and scale the creative process without replacing humans. Although they exist, robot copywriters (and creative directors) are much less likely to displace creatives than they are to amplify their productivity and effectiveness. This is often called the centaur model of human-machine collaboration.

Let’s go back to The House of Cards. In truth, Netflix didn’t use its data for creative decisions; it used it to figure out what its customers would like to see. Data set some broad creative guidelines, ones that were looser than screenplay writers have experienced many, many times before.

Using data to set the contours for success can release creative teams to do what they do best — in full confidence that what they do will likely be well-received. They want to know what will be successful ahead of time, especially if you’re not restricting them in the most-important ways. In this way, data enables creative freedom, rather than defeats it.

*This article was updated on 9 October 2019. Several case studies were removed as we could not verify their authenticity.

 

Matthys EsterhuysenMatthys Esterhuysen is executive director, digital innovation and performance at Hellocomputer Joburg (part of FCB Africa), which bring brands to life on digital platforms. He’s been in the industry almost 12 years, starting in design and ending up in strategy, with an MBA somewhere in-between.

“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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The trust factor

by Luca Gallarelli (@Gallarelli) As agencies, we’re in the relationships game. When that complex web is most effective, it can generate incredible work that is creatively and commercially fulfilling. But at the core of this relationship is trust.

Most agencies are founded on a set of relationships between our people, our suppliers and other agencies in and outside of our network. We employ that network to serve our clients, in order to improve their relationships with their customers and stakeholders. A set of sincere, honest and authentic interpersonal relationships powers the work. People understand each other; they communicate honestly and openly; and they believe in each other’s ability to deliver work that achieves its goals.

Something precious

Clients entrust agencies with their brands — something precious, often built up over decades. Agencies are given custodianship of campaigns that will shape the fortunes of entire companies, and the futures of thousands of people.

We dare not take this responsibility lightly. At the same time, we need to think creatively, to stimulate new ways of thinking that will take brands forward. We do this by analysing brands at the deepest level we can, and by bonding with our clients until we start to share their passion and understanding. Then we start to apply our own expertise in coming up with ways to grow and enhance these brands.

Here is where it gets interesting. Disruptive, blue-sky ideas are amazing. Fresh, unique solutions can give brands new energy and boost the bottom line. Purpose-driven campaigns that reframe the narrative can be a force for social change. But for the client to buy into them requires trust.

This is where the oft-overlooked “soft skills” come into play. Agencies need individuals with the emotional intelligence to build those crucial relationships upon which business collaborations are built.

Emotional equity

It’s about more than having the hard skills to brainstorm killer ideas, and implement them strategically across the appropriate channel. The sensitive brand-communications professional will know that we need to first build up the emotional equity with our clients before we can start encouraging them to make radical changes, to allow them to be brave enough to make the calls that can really shoot the lights out.

One of the most-intense client/agency relationships was that between Steve Jobs of Apple and the Chiat/Day agency, which created the tremendously brave and now iconic “1984” ad for the company during its early growth phase in the 1980s. Jobs fell out of favour at Apple, and left the company. However, his trust in Chiat/Day as the right custodian for the brand never waned. Even after Apple moved its account, Jobs took out a full-page newspaper ad, proclaiming: “The personal computer industry is now being handed over from the ‘builders’ to the ‘caretakers.’”

Such was Jobs’ trust in Chiat/Day that a decade later, when he returned to Apple, he rekindled the relationship. The result was the iconic “Think Different” campaign, which shot Apple into the stratosphere and now stands as arguably the greatest tech company of our era.

It was the deep understanding — the trust between Jobs, Jay Chiat and the team at Chiat/Day — that shaped this brand-communications success story.

Redefine a brand

Another example of trust helping to redefine a brand is the relationship between Nike founder, Phil Knight, and Dan Wieden from Wieden + Kennedy. When the two first met, Knight proclaimed that he didn’t really like advertising. Wieden subsequently won him over with his creative intensity, and incredible ideas. At short notice, after previous ideas tested badly and the agency needed a line to pull a campaign together, Wieden came up with the “Just do it” line and thus was born one of the most-powerful platforms in branding history.

The campaign transcended sport, and catapulted Nike into the realm of universal values like motivation, self-belief and personal achievement. The campaign grew Nike’s sales from US$877 million to US$9.2bn in ten years.

It was trust that led Nike to go with the W+K idea, and trust that underpinned that decade-long period of spectacular growth. That’s another thing: nothing boosts trust like results!

Both of these iconic success stories, Apple and Nike, have been built on a bedrock of belief, trust, and bravery that only a rock-solid relationship can deliver. Trust — true, sincere, courageous belief in each other — can free us to achieve things we might otherwise never have dreamed possible.

Interesting lens

It’s an interesting lens through which to view work in the marketing and communications space. Many of us have built up impressive arsenals of skills and capabilities, which we can apply in service of our clients and their brands. But, in order to do that in a way that unlocks the truest and fullest potential, we must first win trust.

 

Luca GallarelliLuca Gallarelli (@Gallarelli) has been managing director of the Ogilvy Group (South Africa) since July 2018.

“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: How influential are you, really?

by Martin MacGregor (@MartMacG) A bit like the gold rush of digital media in the early days, brands are rushing in but not asking enough questions of influencers. It’s time for a more-measured approach.

In the not-so-distant past, almost every media presentation used to end with a slide headed “word of mouth”. It was a quaint notion that part of the reach and impact of a campaign would come from “obvious” but totally unmeasurable consumer conversations. Fast forward to 2019, and now there isn’t a meeting where the word “influencer” doesn’t come up.

The digital age has allowed easy to use influencer platforms, measurability and costing structures to be developed and, suddenly, buying a message delivered by a person is as easy as buying a spot on radio or a promoted post on Facebook. Everyone is now truly a medium.

Key criteria

Yet, media planning in essence comes down to two key criteria:

  • Does the media selected reach its target market?
  • Does the medium add to the message to create impact?

The way influencers can now be measured means that it is very easy to establish reach. From nano to macro influencers, the numbers of followers and, with the more-sophisticated platforms, who they are can be identified to quickly show the potential reach. More interesting is establishing the value of the currency of the influencer. For this, it makes no difference the size of the audience but how credibly the brand message sits with that particular influencer.

If Kim Kardashian tells her millions of followers to buy a retirement annuity, it’s unlikely there will be very much brand uptake. However, if a mom with 100 followers from your kids’ school recommends a kids’ hairdresser, you and your friends will certainly take note.

Authenticity & relevance

There are two things at play here.

  • The one is authenticity. When the language used is clearly trying to sell without really believing, it’s obvious. So many influencers and brands get this wrong, underestimating that their consumers will only buy if they really believe in what they are being told.
  • The second is relevance. Matching an influencer to a brand message that their followers are interested in might seem obvious but real influencing will only happen if this is the case.

Authenticity and relevance are a much-better measure of the impact an influencer can have in a campaign. It’s time influencers stopped boasting about follower count and focused on being truly influential.

 

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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