Manuel Koser on investing in entrepreneurs [interview]

by ORiSA. With a planned listing in 2023, investment firm Silvertree Internet Holdings has announced its intent to grow its annual revenues to over R4bn in the next five years. That is 10x current revenues, which stand at some R560m. Manuel Koser, Silvertree Investments founder and managing director, answers big questions about entrepreneurs and online retail.

Online Retail in South Africa: Why are entrepreneurs important to the growth of online retail in South Africa?
Manuel Koser:
From a macro perspective, it’s about scale. If you compare South Africa globally, the South African economy is the size of the state of Michigan. It might be quite deceiving if you look at population numbers in SA or Nigeria — they look big but, if you look under the hood, the market is quite small in terms of spending power. So, you don’t have this massive scale that an Amazon or Alibaba is built on and, with that you have to have a very different approach, which is a different approach from how venture capital works In Silicon Valley or in China.

From a micro perspective, culturally, economically, structure-wise, infrastructure-wise, SA is unique. So, you need people on the ground as entrepreneurs to manoeuvre and manage how you capitalise the business. In SA, offline retail is far developed and very strong. I think SA has the second-highest mall density in the world after Dubai. You have formal retailers across the spectrum, from Woolies at the top To Shoprite at the bottom, that are incredibly good retailers.

As an online retailer, to be competitive you need to build a product that is significantly better than any other alternatives. You can’t see it in isolation; you can’t say “I’m the best online store” when there are stores within 2km of the economically active population, with great pricing, and brands people trust. The question, then, is how do you convince people to shop on your site? That’s where you need SA contacts with entrepreneurial skills who have manoeuvred in that space themselves and understand the space.

ORiSA: Why didn’t you set up an investment shop in Germany or South America?
MK:
Quite simply, we are not an investment shop; we are entrepreneurs who partner with entrepreneurs; we are not the funders, to begin with. The business model we run in SA we couldn’t run in in Germany or we couldn’t run somewhere else. It’s very much geared towards the SA-specific environment.

The SA ecosystem is a very interesting market: consumers are moving from offline to online, but currently there is not enough funding across the funding value chain — there are not enough mentors; there is not enough knowledge. In the absence of a general entrepreneurial environment and ecosystem, we can fill in all the gaps. We have a 25-person team that can support retail entrepreneurs from A to Z. We have in-house accounting controlling; we have experts in the different fields, from finance to HR. We have an in-house dev team, in-house marketing, recruitment. We have scale across the portfolio, plus we give you capital from seed, to gross, to buy out. It’s an all-in-one solution for entrepreneurs to build a sustainable business. But you couldn’t do this in London or Germany, because you have a different level of scale.

And then, secondly, in order to build a business, you need to have a long-term view. And you need to be passionate about what you do. You can only take a long-term view if you’re happy where you live. The size of the opportunity is higher in Mumbai or in Shenzhen, for sure, but I wouldn’t appreciate living there.

Thirdly, it’s very hard to stick out, because there are 100 other people doing 100 different things, meaning you have to work a lot harder to achieve the same thing. It always takes longer: if you grow something very quickly, normally it doesn’t pan out.

ORiSA: In SA, only some 1% of total retail is online. What needs to be done to grow this number?
MK: The big picture? The cost of data is still incredibly high in SA. In terms of mobile data, it’s one of the most expensive in the world. There is fibre, but it is still very expensive. The real shifts in behaviour come when you start to see the internet as a commodity, like water or electricity.

Then the other big issue is the mall culture. Culturally, mall-going is seen as an experience. It’s a destination to go for lunch, the cinema, or entertainment; it is not just shopping. Shopping is part of our entertainment culture. This creates a structure where offline retailers are very strong in what they do. If you look at South African retailers like Woolworths and Truworths, when it comes to pricing and logistics, they’re just very good at what they do. A consumer looks at the whole competitive set and chooses what is significantly better for them from all the alternatives.

Because most customer problems have been catered for, growth will come from innovation. I’ll give you a very good example of this in the food space. There’s a business we’ve backed called UCook. They went after the food market but with a very innovative approach. In a world that’s switched on to gourmet, UCook sources only the best in local, organic and fresh ingredients, and packages these with accessible, easy-to-follow recipes from top chefs. This way, anyone can become a gourmet chef in their own home. This is significantly different in that it solves a problem in a way that Woolies or Checkers can’t.

Scale in SA is difficult when you’re trying to sell everything to everyone. Yes, Amazon got big but that’s decades of investment.

ORiSA: What do you look for when partnering with entrepreneurs?
MK:
Is the entrepreneur running the business, especially in the early days? You’re not investing in a company; you’re investing in a team or in a person that you believe can turn this vision into reality. So, what we look for is tenacity, passion, and skills. Because it’s a roller-coaster ride — this is going to be really tough — you need entrepreneurs who will push through this. There will be a day where the business is about to be shut down because it doesn’t really work; perhaps it runs out of money. Then it’s up to the entrepreneur, with our help, to make it work. The stats are against you; probably 8 out of 10 startups fail. But entrepreneurs often have what it takes to push through.

Winning in online retail is a constant struggle. You need to be geared for this because it’s not a 9– 5 job. In order to win, and even if you are successful, and you’ve cracked it the first two or three years, the competition will intensify. This [is] because, if you’ve set up a role model that is successful, people will copy this but innovate. Entrepreneurs always push harder.

ORiSA: Is there a real passion behind what you do?
MK: You need the passion because, otherwise, you won’t bear the tenacious stuff you have to get through.

More ORiSA stories

Online Retail in South Africa 2019 (ORiSA) is a study conducted by World Wide Worx and Platinum Seed with the support of Visa, and is endorsed by the Ecommerce Forum of Africa. Marklives.com is the media partner, and Heavy Chef is the learning partner for this initiative, which seeks to actively promote online shopping and the growth of online retail in South Africa. For more info, go to onlineretail.co.za, or download the executive summary.

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Design Culture: Paul Sahre on graphic design — not about the machine

by Shane de Lange (@shanenilfunct) Paul Sahre is a notable American graphic designer known for his cover design and illustration, produced from his New York-based studio, the Office of Paul Sahre. He has worked with magazines such as The New York Times and Newsweek, and authors such as Malcolm Gladwell and Chuck Klosterman, among many others. His book, Two-Dimensional Man, deconstructs the concept of a design monograph, revealing his personal reflections on the tradition and craft of graphic design shaped like a memoir. He has delivered lectures and workshops globally, and teaches graphic design at the School of Visual Arts in New York City.

The following interview has been condensed and edited for clarity.

Design Culture: You went to Kent State University, to study graphic design for various reasons detailed in your book, Two-Dimensional Man, where you were classically trained as a graphic designer with a strong modernist foundation. You are also traditionally trained in hand-lettering and printmaking, particularly serigraphy. On top of this craft-based orthodox training, you’ve said that you’re happy that the internet didn’t exist when you were growing up. Do you think that a revival of the traditional craft of graphic design can help young designers today, given that there is so much derivative and gentrified work out there?
Paul Sahre:
Yes. And I encourage my students to get off the machine more. But there’s one part of your question that I want to clarify, about how I am glad that the internet didn’t exist when I was in school. It was more about how permanent the platform is. We think of it as being impermanent but I would have said and done so much stupid, idiotic, stuff. Worse than the stupid and idiotic stuff that’s already on social media today. I would have been totally right up in the lead, doing the most-embarrassing stuff. You’d think of this stuff as being temporary but it’s not, you know? That’s what I really meant by that.

In a lecture recently, I used one instance that happened in a recent project, leading to my reasons for why I think it’s important to get off the machine. It was an album cover that I did for the band, They Might Be Giants, and I was doing a lot of analogue stuff — all cut-up typography — and I was really going back to my roots. And I came to a realisation about it: for the most part, designers today aren’t even conscious of the idea that they’re in a designed environment. That they’re designing within a highly controlled space. And that’s fine but it suggests certain things to you in terms of what you do with your work, or where it goes, or what it really even means. And the way I would put it is, back before the computer, we spent all of our time, all of our energy, and all of our money buying equipment. All these different tools and everything else to line type up on a baseline, perfectly. Everything was about taking something that was impossible to line up and get it to all line up, using crop marks, and blue-line pencils, and triangles, and T-squares, and art boards — all this stuff. Well, now, that’s what the computer does automatically. And so, I always feel like I’m doing the opposite; I’m trying to do everything to fight against the software that is trying to dictate to me what to do.

DC: Your book is a lesson in contemporary approaches to visual communication and it’s a memoir detailing your own personal journey. But it also presents a somewhat-unconscious history lesson in graphic design. There are elements of Constructivism, Suprematism, Bauhaus and De Stijl that filter through in sections, and at other times one can’t help but notice components of Dadaism (Marcel Duchamp and John Heartfield, in particular), alongside references to the Calligrams, visual wordplay, and the concrete poetry of Guillaume Apollinaire and Stephanie Mallarme. Was this intentional on your behalf or was it an unconscious bi-product of your classical training?
PS:
It was definitely conscious. I would put these under the heading of “obscure references”. There are a lot of obscure references in the book; they are sort of a shorthand to tie into some of the ideas that you’re talking about. The art references are maybe the more obvious ones, simply because they inform me becoming a designer. But there are plenty of obscure references about music and football. I have designed a lot of covers for the author, Chuck Klosterman, and I can’t remember the exact quote, and I can’t remember which book it was, but he said: “I realise those are fucking obscure references, but some people demand obscurity” [taken from Killing Yourself To Live: 85% Of A True Story].

In the end, I really wanted the book to be more for a general audience, even though I knew designers would be reading it, too. So, you have to walk the line between telling a story and not interrupting the narrative with too much detail about something that someone can Google [in] three seconds, if they want to know what the obscure reference is, if they don’t get it. And If they do get it, then they’re piecing it together, like you did.

Marcel Duchamp's Bicycle Wheel; Soho Rep window display; Paul Sahre's Sign Paint Tin; and Paul Sahre's Old Spice GI Joe
Top L-R: Marcel Duchamp’s Bicycle Wheel; Soho Rep window display. Bottom L-R: Paul Sahre’s Sign Paint Tin; Paul Sahre’s Old Spice GI Joe

DC: Taking the notion of obscurity a little further, you seem to have an appreciation for two modernist artists in particular, both exponents that I picked up throughout your book. The first artist [is] Marcel Duchamp, and his penchant for wit, humour, and clever conceptual thinking, evidenced by the addition of your grandfather’s Old Spice/GI Joe assemblage , and the theatre window installations that you made for the Soho Rep, and the “you are alive” readymade that you have hanging in your studio. The second artist is Andy Warhol, portrayed by the photo of the enamel sign paint tin in the book, your love for serigraphy, and the Pop-Art infused, posterised aesthetic of the monster-truck hearse campaign you made for They Might Be Giants, to name a few. Am I correct with this reading?
PS:
Absolutely, the two of them, specifically. I was thinking about it, there’s just that sense of humour that is very crucial to the artists that I’ve always responded to. It’s obvious stuff; you might not even call it a sense of humour. They’re not telling jokes but they’re thumbing their noses. There’s a lot of humour in it. And they just go there, whether it’s a dick or a urinal.

Duchamp is absolutely essential. I love the idea that he’s the most-essential artist. And he wasn’t considered that. His work and his ideas are everywhere. And it’s great; I feel like the right artist is behind the wheel, to some degree, you know what I mean? That’s a weird sort of analogy; it’s funny though.

And not many people have picked up on this, but the Join Us album cover is super-similar to that Velvet Underground cover with the banana on it [by Andy Warhol]. If you look at those two together, it looks like I just had the banana cover sitting there, and I was trying to make it look just like that. I actually love that album cover, although I don’t have that album. It was just stuck in my subconscious; it’s clearly influenced it, or maybe even dictated it. I don’t know.

Velvet Underground and Nico, Andy Warhol - They Might Be Giants, Join UsDC: Online resources and digital platforms, such as Behance, Dribble, Pinterest and Instagram, seem to be shaping the way that young graphic designers work today. One could argue that this goes beyond influencing or inspiration; it is a symptom of total access, or rather terminal excess. On top of this, interactive design and experience design are spoken about as if it’s something new or revolutionary. Graphic designers have always facilitated interaction and created experiences; why do you think this perspective has changed with contemporary media and digital technology?

PS: Oh, I don’t have an answer. But I know that part of it is a self-serving, sort of future-view that a lot of the voices are espousing, that I find very irritating, frankly, because I know what they’re up to. You can name any of them. What’s that guy at MIT? John Maeda, yeah, a real snake-oil salesman. Anybody who says they know what the future holds is full of shit. You know what you do when somebody is on stage talking crap like this? Just raise your hand and ask them: “Can you guarantee that the sun will rise tomorrow?”. If they say yes, you know they’re full of shit. If they say no, you have to congratulate them on telling the truth. And I would be shocked if they would actually say no. All this future-talk? It’s self-serving. So much of the design dialogue right now is future-talk. It’s like, we know it’s coming. Well, if you know what’s coming, you have got an advantage, so why wouldn’t people listen? It’s bullshit. Nobody knows; they’re just selling you something. If something says print is dead, they have a motivation to say that.

I think there’s so much, from the orange man down to these digital people, who think they know what’s going to happen in the future. It’s all a con. What people call themselves is also very telling, like what you say about “futurists” today, or “interaction design”. Once again, it’s for self-serving reasons; if you have the answers, then people need to listen to you, they have to come to you. And if something like “interactivity” isn’t the latest thing, that’s not good for most people who are applying it. A lot of this is probably just seeing this stuff evolve over time. I mean, I used to do a lot of “interactive new media”; they used to call it that. You know, “information architecture”, whatever you want to fucking call it. People appropriate it; they take it and use it for their own purposes.

DC: You have said that, no matter what you make, you can’t control how it will be interpreted, suggesting what Roland Barthes alluded towards when he wrote about the “Death of the Author. Falling in between the spaces of meaning, embracing the unknown — it is essentially a leap of faith that every designer needs to take with each new project. With reference to the brief that you gave your students, “Design a Message for the Future”, how much consideration should a designer give to their work, and how it will be interpreted and used in the future?
PS:
So, the “design a message for the future” brief was the one with the Hockey News. The reason I mentioned that is that it was tongue-in-cheek — the fact that you had to design a message in the future using a worn-out hockey newspaper from 1973. John Maeda would not find that funny; I do [laughing].

You know my answer to this; I don’t know what’s coming. I think I’m happy to just find out as time goes on, and concentrate on doing the things that interest me and give meaning to my life as a graphic designer. And that can be a business card, and it can be [a] book cover.

But, how much consideration? You know, this is an interesting question, because I think it ties much more into permanence. And a general sense, as part of the human condition, of wanting to have our lives have meaning. If you are here on this planet, and you live your life, and struggled, and strived, and fought, and kicked, and did all the other things that we do, and then you’re gone, and then there’s just nothing; that’s a hard thing to accept. Why do writers write, and painters paint, and designers design, and architects build, and athletes compete?

Voyager Golden RecordI think it comes back to that Voyager gold disc, you know, sending it out into space, what humans [do] and have done, on a record. It all actually happened. It all happened. Graphic design is not something, or anything you decided to do in life, that has permanence and can be understood somehow, and will mean something to somebody in the future, in the way that you want your work, the things that you make, and the things that you leave behind to have meaning for people now. It’s not that I would necessarily separate that impulse out, because I definitely am. One of the things about the whole digital thing that’s not as compelling to me is that you unplug something and it’s gone, might not have ever existed. There’s something about a physical object that lasts.

So, I don’t know if I have an answer. I definitely don’t. But I have always thought that I don’t want my work to look dated, and I want it to mean something, at some point in the future, to somebody. I don’t think we could really control either of those two things: whether somebody is going to care about, or if somebody is going to understand anything from it. And it’s probably not even a consideration. Again, I think it comes back to this kind of larger idea that, for some reason, people, humans, have this need to leave a record. From cavemen to modern times.

It all just gets back to motivation for me, to some degree. Why one does something. One of the things I’m trying to get my students to do is make. We had had this discussion about holding the tiger by the tail, or whatever analogy you want to use. That it’s great that there’s an audience, and that’s providing motivation. But, as I said before, I feel like that’s not sustainable. And if you let that really settle itself in you in terms of motivation, creatively I think it’s not going to be for the best. There is a backside of that motivation that might not help you long term, in terms of your making. But it’s always great to have something that motivates you, obsesses you, makes you want to do whatever it is to get you up in the morning.

DC: On that existential note, I think we can call it a day, if it’s all the same with you?
PS:
No, it’s great. Yeah, a lot of interesting open-ended stuff in there. I definitely appreciate your take, and your commitment here.

DC: Thank you for that, really appreciate it. And thank you for taking the time to chat.

This interview expresses the uncensored opinions of Paul Sahre.

 

Shane de LangeShane de Lange (@shanenilfunct) is a designer, writer, and educator currently based in Cape Town, South Africa, working in the fields of communication design and digital media. He works from Gilgamesh, a small design studio. Connect with him on Pinterest and Instagram. He contributes the new monthly interview-based column, “Design Culture“, to MarkLives.com.

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Q5: Got talent? The world wants it, says Emily Keyes [interview]

by Carey Finn (@carey_finn) Emily Keyes, the founder and CEO of international recruitment agency The Talent Boom, believes South Africans have a lot to offer the world. Once an expat herself, the Cape Town-based entrepreneur launched the agency in 2013 to connect local creatives with opportunities around the globe. The demand, says Keyes, is significant — and it’s not hard to see why.

Q5: What do you think sets South African talent apart in the global workforce?
Emily Keyes: The creative talent that comes out of South Africa just gets better and better every year. We’re seeing a lot of advertising agencies and startups abroad looking for South African expat talent, and for so many different reasons. [It’s] not only due to the fact that we speak English but also that real hardcore conceptual work comes out of SA. It’s not just a country that adapts and translates overseas adverts. SA is fast becoming the creative hub of Africa, and is what Amsterdam is to Europe, Singapore is to Asia and what Dubai is to the Middle East. With local awards such as the Loeries and Bookmarks, it is making it easy for global companies to choose award-winning talent. SA creatives are winning big at the global awards, too, like Cannes Lions.

Q5: Which parts of the world are most keen to hire Saffers?
EK:
A whole mixture! We’ve identified SA talent for expat roles in Amsterdam, Germany, Copenhagen, Singapore, Vietnam, Dubai, Kenya and many more.

Q5: Which industries seem most keen on retaining their talent in SA?
EK: Most local companies within the creative and digital world want to retain their talent here at home. As much as local talent is leaving the country and becoming expats in other [parts] of the world, we would love to bring SA talent back home. As we’re in such a creative hub, SA talent working abroad is starting to realise the creative opportunities [that exist] here at home, and we’re seeing a lot of creatives moving back with their international experience. So we are kind of shifting people around depending on what they are looking for in their careers, whether to be an expat or to come back to SA.

Q5: Let’s talk money. How do local salaries stack up against those offered for the same roles in other countries?
EK: Salaries are completely different in every part of the world depending on the cost of living, so when we do work on expat roles, we think of the bigger picture, not just what that creative should be paid, but in terms of relocation budget, sponsorship, whether that creative is moving with a family and children, etc. I’d say the majority of creatives we place overseas do very well with their new compensation package in their new city!

Q5: Do you know of any easy hacks for effortlessly convincing members of global adland that South Africans are just as awesome as their foreign counterparts?
EK: Easy things we could do or say to change perspectives? To be honest, based on the [number] of our global clients who love to take on SA talent, it’s very clear to see how insanely talented SA creatives are! Year on year, I have noticed more and more South Africans win global awards or produce a campaign that hasn’t been seen anywhere else in the world. There are so many places in the world that do adaptations and translations but, here in SA, it’s not about that at all. There’s real conceptual work that goes into advertising here, and that is what appeals to a lot of global companies. We’ve also noticed a huge shift of independent agencies here merging with networks, which just proves how hot on the radar SA is.

 

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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Fair Exchange: Bite-sized training helps marketer upskilling

by Erna George (@edgeo23) We leaders all know that, in the long run, coaching saves time and, when done the bite-size way, it doesn’t have to take copious amounts. What is required is planning, persistence and presence.

Coaching is underused and a key challenge is time — time is scarce and getting it right the first time means not having to repeat the action, therefore saving even more time. Additionally, in a fast-changing world, we  have to get ourselves up to speed and the old adage of ‘to eat an elephant, one must do it one bite at a time’ comes to mind.

Planning for relevance and to ensure coaching happens

Understanding knowledge or skills gaps, and what needs closing, is a critical starting point, so ensure you have the basics of an individual development plan set and agreed on. Decide and agree on the core focus areas that benefit the individual and the business. Why? When team members see the impact they have on a brand issue (that is potentially in their target), it ratifies that they’re progressing and are rewarded for it. When you understand gaps, you can ensure you expose people to the right meetings, projects and content.

Keep an eye out for fresh news in the world of marketing to ensure relevance of branding principles and approaches. In the past week alone, I’ve learnt about new approaches to segmentation and new ways to stay connected to consumers — all from my morning check-in on LinkedIn.

It’s a rule for me to scan LinkedIn before I leave for work at least three mornings a week. It’s scheduled and, when I find a great piece that either closes a learning gap I know exists in my team or expands my horizons, I share it on my marketing team’s WhatsApp group. Time taken? Maybe 10mins before the craziness of the day starts.

In addition, it’s inspiring, coming from a different perspective. What the team does with this information is up to them. I sometimes reference it but, importantly, they note I invested the time to share. Whether it’s something to broaden minds or to build skills, there are bite-sized lessons everywhere.

Persistent training

If the focus on training is constantly on your mind, it becomes a habit. When you are in formal engagements, insert some probing questions to see how learning is progressing and recommendations for people to seek learnings within the next steps of the project — place the journey in their hands while you guide.

Ensure they shadow on relevant projects or meetings to learn by osmosis. No extra time needed. When doing, please note that it’s like meditating (people’s minds wander), so contextualise to ensure they are clear on what they’re supposed to get out of the session. All the lessons will fall into place over time but you’re not instructing; you’re allowing an experience.

Sometimes I will encourage carpooling to and from external meetings to have time to set the scene for the ‘lesson’ or chat through takeouts for our backpacks of learnings. We learn from each other’s ways of thinking. opening minds to different ways of looking at the same issue in what may be ‘dead time’.

Encourage feedback for a few reasons

  • You can ensure your style of coaching is working and showcase that you’re open to learning (humility may breed openness from the other parties — leaders open to learning encourage the same from their teams
  • Asking people to repeat what they have learnt in their own words can make concepts more sticky in their minds, and
  • In talking in a relaxed conversational way and in context about your brands and the marketing jobs to be done, it allows a different part of the brain to fire and should make for easier recollection later.

Presence

Give the gift of your full presence — no distractions. Amplify your marketing efforts and experience by sharing.

My team know that my attention span is short so they must be bright, be brief and be gone. In return, I must be present. My presence enhancers? Phone off and turned over (no distracting flashing lights); sitting at the meeting table away from my desk; and sitting with our line of sight away from the glass door to my office. Sometimes we may need to step away into a meeting room; five minutes in an environment like this ensures focus and clarity.

If you’re fully present, you can listen for what is or isn’t being said. You can fill in the right blanks, and encourage broader thinking in relevant areas. You’ll use every interaction to the full and everyone will get more out. You’ll repeat less and you can push further in the next round as, without the clutter of other stuff, you’ll remember the quality of interactions and where you left off clearly.

In sharing learnings and insights, teams are left feeling empowered and valued, and this builds engagement. An engaged team wants to learn, and will build the momentum of learning in the organisation. Your team will be ready, armed and adaptable to pounce on new opportunities and first-mover advantage — a lot stronger than you alone.

Remember it takes:

  1. Planning: Know your and their development areas, then source opportunities to close these gaps
  2. Persistence: On-the-job lessons and feedback with context (in the moment), always
  3. Presence: Your complete undivided focus in the moment

If you and your team are building experiences together, your approach to branding will be in sync and in this there are four winners:

  • You win: There is a great sense of satisfaction to see people progress, your time is freed up and you learn from them
  • The team members win as they learn new skills and ways of thinking
  • The business wins as, when people feel that their careers are being nurtured and progressed, they are more committed
  • The brand wins as the team gets stronger and the best minds are building towards its success — sourcing from new avenues and going beyond the obvious to be different or better.

 

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

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FieldNotes: Owl House demonstrates how brand narratives shape reality

by Marguerite Coetzee. There are many sides to a story. Brands often attempt to control their narrative but neglect to realise the impact that different perspectives have on telling an authentic and holistic story. The small town of Nieu Bethesda is just one example of how narratives may take on a life of their own, and create an entirely new brand story.

Nestled deep in the Karoo is a forgotten outpost. This isolated place that, at first glance, appears to have missed the 21st century, is Nieu Bethesda. A key driver of tourism, apart from the allure of escape from busy city-life, is the narrative surrounding the artist of the Owl House. This home-turned-museum, filled with cement sculptures, glass fragments, and speculation, deeply inspired South African playwright, Athol Fugard, who then wrote The Road to Mecca. It’s his story to which many attribute Nieu Bethesda’s prolonged existence and current success as a tourist destination.

Take note

There are many stories, rumours and myths surrounding Nieu Bethesda, and the Owl House in particular; these stories are sources of information, meaning, interest, speculation, and conversation. To illustrate the complexity and potency of storytelling — especially when considering the multiple perspectives from which a story may be viewed, interpreted and explained — we can explore the tale of the elusive mermaid.

There’s evidence to show that, millions of years ago, parts of the Karoo were underwater. When the ocean receded, it left pockets of fertile land and underground caverns — believed to be the hiding place of the mythical Karoo mermaids. There are rock paintings depicting fish-tailed human figures, and folktales that warn of these alluring creatures. Some interpret the story to be a warning, rather than an historical account, because water is both scarce and dangerous; the story of the Karoo Mermaid could be told to prevent children from drowning or wasting water. Mermaid sculptures feature in the Camel Yard of the Owl House, too — adding to its mystical enchantment and perhaps another layer of interpretation to the age-old tale.

This is just one example of how there are many sides to a story, and highlights the importance of piecing together different elements to get the full picture.

Lessons from a tourist town

Lesson 1: Collaborate and create collectively

The case of Nieu Bethesda teaches us that it’s important for brands to incorporate multiple perspectives in order to formulate a holistic perspective and inclusive story. Storytelling is a way for brands to construct meaning and to reveal different lived experiences of their consumers. Brands that collaborate with consumers as active participants are successful in creating shared meaning and a collective identity associated with their brand narrative.

“Human beings participate in history both as actors and narrators.” —Michel Trouillot, anthropologist.

Lesson 2: Tell timeless tales

Even though we live in times of accelerated change, where the present rapidly disappears into the past, we’ll always be able to find several timeless human truths that stand the test of time. Themes like “belonging”, “identity”, “honesty”, “commitment”, “hope” and others are relatable, regardless of time or place. Brands that incorporate these human truths into their narratives are able to speak to a wider audience, across generations and geographical borders.

“The more things change, the more they stay the same.” —Jean-Baptiste Alphonse Karr, novelist.

Lesson 3: Disrupt without destroying

The things we think about become the words we speak and the actions we do. The opportunity to communicate ideas to a large audience comes with the responsibility to effect positive change. Brands that are aware of the politics and poetics of storytelling are more enlightened and progressive in the way that they present their narratives, and are capable of being disruptive.

“Are we the result of our history, or the cause of our future?” —Philip Spies, professor.

 

Marguerite de Villiers Marguerite Coetzee is 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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#Campaigns: Behind today’s Business Day takeover by THE Glenlivet

by MarkLives (@marklives) Today we feature insight into the brief, creative idea and production challenges of the “Business Day Takeover” campaign for The Glenlivet South Africa from ad agency Publicis Machine in collaboration with media agency PHD and digital agency Hellocomputer.


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Client: The Glenlivet South Africa
Ad agency: Publicis Machine with PHD & Hellocomputer
Title: Business Day Takeover

THE Business Day, 13 May 2019Information supplied by Publicis Machine.

Brief

For over a year, Publicis Machine has been working with The Glenlivet to entrench its brand positioning as THE definitive single malt whisky. In 2019, The Glenlivet tasked the ad agency, along with media agency PHD and digital agency Hellocomputer, with entrenching this positioning in the minds of the brand’s primary target audience, the country’s business elite.

Creative summary

The Glenlivet Business Day Takeover banner ad 300X600
Banner ad example

THE Glenlivet is THE definitive single malt scotch whisky, with credentials that include being THE first licensed distillery in Scotland, THE creator of the term “Single Malt”, and THE first brand to put this term on its label. It’s also THE first and only single malt that inspired a whole region, today called Speyside,  which produces the world’s favourite style of single-malt whisky.

The brand’s THE campaign was launched in South Africa in 2018, with the aim of positioning the brand as THE definitive single malt whisky. Although the campaign comprises a full 360 communications programme, it has enjoyed huge success through partnerships and associations with a select group of premium brands and high society events, such as THE Glenlivet JazzTown at THE Sun Met and THE Vodacom Durban July.

When faced with the challenge of entrenching the brand’s positioning in the minds of the country’s business elite, Business Day was the natural choice, given that it is THE definitive business read, THE leader in its field, THE first choice for business leaders around the country.

Given the calibre of previous partnerships, however, the team was not content to simply take out a full-page congratulatory advertisement. PHD pitched the idea of a front-page takeover but one that was simultaneously subtle enough to not dilute Business Day’s editorial integrity, yet strong enough to land THE Glenlivet’s message.

The result is a takeover that effectively changes the paper’s iconic masthead for the day, from Business Day to THE Business Day — something that has never been done before in the title’s history. It’s a powerful statement of how brands working in partnership with media owners can create breakthrough campaigns that make a massive impact.

Rollout

Teams from each agency were tasked with co-creating a campaign around the brand takeover, with the objective of optimising the takeover with crafted content across the newspaper’s print, digital and social media platforms, as well as those belonging to THE Glenlivet brand, leading up to and on the day of the front page takeover today, Monday, 13 May 2019.

A finely engineered pre-takeover campaign was rolled out on THE Glenlivet’s digital and social media platforms leading up to 13 May by the Hellocomputer team. This was supported by posts on Business Day’s own social media platforms. Also part of the mix was a sponsored article that went live on businesslive.co.za on 26 April, designed to offer valuable insight into whisky as an investment.

“We decided to maximise all of our communication channels to reach the widest possible audience, with the intent of creating a real buzz around the first-in-history takeover,’’ says John Beale, Pernod Ricard South Africa head of communications.

The front page takeover itself has been brought to life by Publicis Machine. Today, on 13 May, Business Day has become THE Business Day. The takeover comprises the masthead and the masthead earspace, with a DPSthat explains the why behind THE Glenlivet takeover — to recognise the newspaper as THE definitive business newspaper. An insightful interview with THE Glenlivet brand ambassador completes the print campaign elements.

Last, but certainly not least, has been the personal touch: “One of the most-enjoyable elements for me was a personalised product drop, of The Glenlivet 15 Year old with a copy of THE Business Day, to top business leaders in Johannesburg and Cape Town,’’ says Marco Vandeput, The Glenlivet brand ambassador, who hand-delivered these himself.

Production

Print is an unusual choice for brands in these times but the reality is that Business Day remains the preferred medium of The Glenlivet’s target audience when it comes to business news. The challenge lay in finding a way to cut through the clutter, especially within the traditional constraints of the print medium, and especially within the confines of a serious read such as Business Day.

The result is a first for both THE Glenlivet and THE Business Day.

Cheers to that! Or, as they say in Scotland, Sláinte!

Resources

From origination to execution, the Business Day Takeover campaign has been a collaborative project between The Glenlivet SA’s core agencies: Publicis Machine, PHD and Hellocomputer.

While PHD originated the idea of the takeover and has managed the rollout across the Business Day platforms, Publicis Machine developed the concept and has created content across all platforms. The team at Hellocomputer conceptualised and has managed the brand’s social media campaign, while Publicis Machine’s PR team — Moon Walk — managed the editorial elements of the campaign and the personalised hand-delivery to leading business icons.

“It was amazing to see how each team’s passion and individual expertise led to creative solutions that dovetailed beautifully across all communication platforms to create an integrated symphony of content that really hit the message home,’’ says Keval Ramraj, The Glenlivet brand manager.

Duration

Pre-takeover campaign: 15 April 2019–12 May 2019
Campaign period: 13 May 2019
Post-takeover campaign: 14 May 2019–31 May 2019

Credits

Brand

THE Glenlivet

Brand manager, The Glenlivet: Keval Ramraj
Head of communications for Pernod Ricard South Africa: John Beale
Brand ambassador, The Glenlivet: Marco Vandeput

Ad agency

Publicis Machine

Chief creative officer: Gareth McPherson
Creative director: PJ Eales
Copywriter: Sam Newdigate
Designer: Marisa Steyn
Account manager: Busi Moyi
Group account director: Kate Jackson

Moon Walk (Publicis Machine PR Team)
Senior account manager: Rebecca Atherstone
PR Account Executive: Chanelle MacAllister

Media agency

PHD

Managing partner: Ilan Lazarus
Strategic lead: Charl Redelinghuys
Digital strategist: Inge Hansen

Digital agency

Hellocomputer

Account manager: Francois Pretorius
Senior key account manager: Alexandra Forrester

 

 

MarkLives logo#Campaigns is the new weekly MarkLives column featuring insight into the brief, creative idea, production challenges and results of South African communication campaigns, both ongoing and recent. Have a campaign worthy of being featured in #Campaigns? Submit a short motivation to 2mark and we may well be in touch. Please include links to campaign material, when it ran/is running and why you believe it should be featured.

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#BrandFocus: Twitter’s superpower is its audience

by Sabrina Forbes. “We’ve been trying to find out why people should use Twitter,” says Barry Collins, Twitter head of global reseller business, during his recent visit to South Africa, in partnership with Ad Dynamo. According to Collins, if you ask five different people why they use Twitter, you get five different answers. And so, for the past couple of years, the leadership team has been honing its definition of what Twitter means not only to individuals but brands and companies, too.

“What’s happening”

Barry Collins. Credit: Conor McCabe Photography.
Barry Collins. Credit: Conor McCabe Photography.

“As a company, we honed in on that Twitter is what’s happening,” he says. This definition and simplified value proposition have allowed the team to define all the product features it now builds, with the ultimate plan being to make finding relevant information easier for all users. This, according to Collins, has really galvanised the micro-messaging platform as a company and changed everything about how it thinks.

Collins believes that users are in a completely different mind-state when actively engaging on Twitter, compared to other social media platforms. He refers to it as the discovery mind-state and believes that, because of this, Twitter’s audience has become its superpower. An audience that is ‘leaned in’ and engaging is going to be more receptive to a message than those caught in a never-ending cycle of ‘sleep-scrolling’.

Reaching the right people at the right time and in the right mindset has become a marketer’s dilemma and Collins believes that Twitter offers not only an engaged audience but an increasingly influential one — an audience that can change behaviour. For brands, this offers an opportunity to speak directly to those creating communication threads themselves and to generate conversations unique to this platform. “If you can get your message in front of the Twitter audience, it’s incredibly powerful and not just cheap reach. If you’re doing your media plan, you should start with the people on Twitter first because they’re the most-receptive and -influential, and then fan out from there,” he says.

No. 1 priority

Twitter logoTwitter co-founder and CEO, Jack Dorsey, has, on many occasions, publicly stated that Twitter’s no. 1 priority is the health of the public conversation. As with all social media platforms, the management of the health and aversion of the toxicity in user’s conversations is becoming increasingly important. Twitter’s main aim is to give people a platform that they feel safe to get involved in and share their viewpoints on, but also to know that the information the platform is feeding back to them is credible and valid. With a current count of 128m daily-active-users, that’s a lot of conversation.

The brand’s global healthy conversation initiative strives to increase the collective health on the channel. For it, every user should be able to share their opinions without abuse, prejudice, or harassment. Making progress like this means having thoughtful, comprehensive metrics in place, and the brand has partnered with two teams who will each work on different aspects of creating healthy, civil conversations. The first, led by Dr Rebekah Tromble, Leiden University assistant professor of political science, will focus on political discussions and the issues that may arise as these discussions develop. The second team, led by Prof Miles Hewstone and John Gallacher at the University of Oxford in partnership with Dr Marc Heerdink at the University of Amsterdam, will be studying how people use Twitter and how prejudice and discrimination may be reduced with the right level of exposure to other perspectives and backgrounds.

Dorsey has said that determining the health of a conversation uses a four-part analysis, which involves weighing the degree to which a conversation has 1) shared attention, 2) shared reality, 3) receptivity, and 4) variety of perspective. “Where [Dorsey] is really great is that he’s really thoughtful about the product,” says Collins.

Presence indicator

Dorsey believes it’s easier to start a conversation with someone when you know they’re there to engage, and so Twitter has introduced a Facebook-esque presence indicator that shows when a user is online or offline. Twitter is also considering allowing users to add ‘ice-breakers’ at the top of their status to show a thread/theme they’re following.

Everything the team at Twitter does is about getting users to use the platform multiple times a day. It’s since moved away from the reverse-chronological timeline curated by whom the user is following, to a timeline that pushes the most-relevant, interesting topics you might be interested in to the top of your feed. Collins recalls this being a huge mover for increased activity on the platform as it gives users the opportunity to login and quickly see the most-relevant things straight away. This works best when there’s something important going on in the news, sports, or entertainment world. At other times, users have the ability to toggle back to the reverse chronological display. 

Dorsey at TED

Twitter turns 13 years old this year and, like any teenager, is understandably going through some big changes. At the beginning of April 2019, Dorsey participated in a roundtable discussion at the TED Conference in British Columbia, Canada, to discuss the deep changes happening on his platform. Gone is the emphasis on likes and number of followers, a metric Dorsey says he wouldn’t have included if he founded Twitter today. Gone, too, is the relevance of the blue tick as a measure of an account’s validity.

Twitter no longer awards these anymore. Twitter is also continuing to shift its algorithm away from people you follow to news that you would find interesting. To do this, Twitter would need to understand what your account has been up to and who you have been engaging with. When asked how Twitter targets users based on relevance and interest, Collins shares that it uses a variety of interest-based targeting methods which looks at who you’re following, who you’re engaging with and what the content you’re posting is about, without the use of any third-party data. “Twitter is very public; everything you do on Twitter is public and shared. We don’t have a bunch of data on users that we don’t share. We’ve been very open about our data policy. It’s an issue that the industry needs to solve. We need to be responsible with users’ data. At Twitter, we’re in a very good place and haven’t had to make any changes,” he says.

Collins recalls the change that caused the biggest outrage was the decision to go from 140 characters to 280. He remembers people going crazy, like the world was going to end, with #RIPTwitter trending almost immediately. This change, as with all of them, didn’t happen overnight and was a scientific approach with a lot of behind-the-scenes research. When asked what the main reason for the change was, Collins confirms it was for languages such as German, where 140 characters would never really get you very far.

Influence on Twitter

Partnerships

Twitter’s partnership with Ad Dynamo spans almost five years, highlighting Twitter’s ongoing commitment to South Africa and Africa as a whole (Ad Dynamo has recently opened offices in Nairobi). Twitter works with partners globally because, while it’s a massive brand, it considers itself a small company, with approximately 3 500 staff worldwide. Collins shares that it’s better for Twitter to work with local media companies who know their markets, and are incredibly close with them, than trying to deliver the same level of Twitter’s services remotely. Africa’s biggest problem, according to Collins, is data costs, with SA leading the charge when it comes to expense. Additional products, such as Twitter Lite, don’t preload images or videos, reducing unnecessary data usage. He makes mention of RAIN, stating how he loves the idea of a data-only mobile plan.

Many people might not know that two of the biggest digital-first movements of the past decade, #BlackLivesMatter and #MeToo, were both born on Twitter, fanning into other digital and traditional platforms afterwards. For Collins, this shows the power of Twitter — that, when concepts and ideas take hold, they can spread like wildfire: “That’s just the power of Twitter: you can get huge amounts of people around an idea or concept really quickly and, in the case of #BlackLivesMatter and #MeToo, it was phenomenal. They were life-changing, society-changing movements that happened on the platform.”

A recent viral hashtag in SA, while not as emotive or at all as culturally important as #BlackLivesMatter or #MeToo, once again shows the virality of relevant content. #MensConference was created as an excuse to get out of buying Valentine’s gifts for your loved ones. A fake conference was created that every man in SA was required to attend (on 14 February 2019) and, by the end, full schedules with speaker lineups and tickets had been created and shared on Twitter.

Trend-worthy

Trend-worthy in SA now are the local and provincial elections, which spark debate from all sides. Globally, and since the alleged Russian interference in the US elections [and now SA, too — ed-at-large], Twitter has become very involved in managing the conversation around elections and focuses heavily on each country when its time comes by. “We’ve become hyper-sensitive about everything around that. We’ve got teams in place for all elections that are proactively ensuring that there’s no gamifications or things going on, like bias messages around politics, during elections,” says Collins.

While the dictionary definition of Twitter is a “short burst of inconsequential information”, anyone who’s spent time on the platform would agree that, if you’re looking for what’s happening in the world, the micro-messaging social media platform is the place to find it out. Who knows, though. what the platform might have become if it were named any of the two other names — FriendStalker and Dodgeball — that were considered before Twitter (originally twttr) was officially chosen?

 

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

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.

— One subscription form, three newsletters: sign up now for the MarkLives newsletter, including Ramify headlines; The Interlocker, our new monthly comms-focused mailer; and Brands & Branding, launching soon!

Magazines fall by 13.1% year on year — ABC Q1 2019

by Herman Manson (@marklives) The Audit Bureau of Circulations of South Africa has released consumer-magazine circulation statistics for the period January–March 2019 (ABC Q1 2019); see our newspaper analysis here.

Magazine overview

  • Total magazine circulation declined by 3.0% on the previous quarter, and by 13.1% year-on-year
  • Consumer magazines declined by 0.1% on the previous quarter, and by 11.0% on the previous year
  • B2B magazines declined by 0.3% on the previous quarter, and increased by 5.5% on the previous year
  • Custom magazines declined by 5.9% on the prior quarter, and by 18.6% on the previous year
  • Free magazines declined by 3.1% on the prior quarter, and by 7.9% year-on-year.

The business press

Forbes Africa, March 2019Finweek has fallen from 18 203 to 15 976 (total free copies: 1 200) in the corresponding previous reporting period (Q1 2018). Financial Mail, however, increased from 13 454 to 13 798.

Forbes Africa has climbed from 14 762 to 18 211 (total free has also jumped to 3 993), while Noseweek is down 23% from 12 223 to 9 284.

Landbouweekblad has fallen 18% from 27 307 to 22 353 and Farmer’s Weekly has declined from 11 549 to 10 499.

Leading declines (YOY)*

Noseweek  –24%
Landbouweekblad  -18%

Entertainment & celeb news

People has seen its circulation decrease from 31 295 to 29 052. TV Plus (Afrikaans) is down 26% from 28 428 to 21 078 and the English edition has slid 31% from 15 323 to 10 500.

Bona has grown by 10% from 68 665 to 75 219 (total free = 1 709) in the previous corresponding reporting period. Drum has fallen 29% from 37 305 to 26 358; Huisgenoot by 9% from 190 613 to 174 384; and YOU by 10% from 95 421 to 85 402.

The Big Issue failed to make a submission.

Leading declines (YOY)*

TV Plus (English)  -31%
Drum  -29%
TV Plus (Afrikaans)  -26%

Home & gardening, leisure

House & Leisure, March-April 2019Condé Nast House & Garden has fallen 17% from 33 544 to 27 867 (total free: 6 310). Food & Home  Entertaining has declined by 24% from 22 651 to 17 241 (total free: 2 203). Tuis Home has declined from 85 296 to 80 238 (total free has jumped to 7 590) but VISI has gone up by 1% from 15 082 to 15 257.

House & Leisure has jumped 24% from 20 653 to 25 691 (total free: 2 569). SA Home Owner is down from 36 736 to 32 366 (total free: 5 261), and SA Garden and Home has fallen from 42 842 to 39 438 (total free: 2 984).

Leading declines (YOY)*

Food and Home Entertaining  -24%
Conde Nast House & Garden  -17%
SA Home Owner  -12%

Leading gains (YOY)

House & Leisure  +24%

Men’s market

Very Interesting has declined from 18 140 to 17 561 (total free: 4 854) in the previous corresponding reporting period, while Men’s Health has fallen 26% from 29 002 to 21 336 (total free: 1 262).

Popular Mechanics has grown by 2% from 30 540 to 31 294 (total free increases massively to 7 605); while Stuff has jumped by 110% from 11 006 to 22 546 (total free: 2 702) on the back of a claimed 12 576
e-copies.

Hitting the road

Leisure Wheels, March 2019Leisure Wheels has jumped 22% from 14 977 to 18 268 (total free = 6 956), while CAR has fallen by 2% from 68 032 to 66 706 (total free = 5 569). SA4x4 has grown by 12% from 14 733 to 16 515. Caravan & Outdoor Life/Kamp & Karavaan has grown by 10% from 16 266 to 17 906.

Speed and Sound made no submission.

Weg!/Go! is down from 60 944 to 57 871 (total free = 5 841) and Getaway has declined from 44 474 to 40 931 (total free = 7 103). SA Country Life has decreased from 31 522 to 27 938 (total free = 2 357). Weg!/Go! Platteland has fallen from 32 729 to 29 176.

Leading declines (YOY)*

SA Country Life  -11%
Weg!/Go! Platteland  -11%

Leading gains (YOY)

Leisure Wheels  +22%
SA4x4  +12%
Caravan & Outdoor Life / Kamp & Karavaan  +10%

Woman’s general

Cosmopolitan South Africa, March 2019Fair Lady is down 11% from 26 798 to 23 904. Cosmopolitan has climbed by 32% from 32 490 to 42 853 (total free: 4 285; back issues: 4 085; below 50%: 3 532). True Love is down 6% from 33 896 to 31 693.

Good Housekeeping/Goeie Huishouding has grown 22% from 42 500 to 51 862 (total free: 3 986; back issues). Move! has fallen 22% from 69 943 to 51 026. Vroue Keur has dropped 9% from 48 340 to 44 104. Woman and Home is down 19% from 69 148 to 56 201 (total free has jumped to 4 384).

Kuier has declined from 90 769 to 87 891; Rooi Rose has decreased from 67 138 to 61 685. Sarie has fallen from 71 509 to 65 849 (total free = 6 422). Essentials has declined from 20 920 to 19 318.

Your Family is down from 26 798 to 23 904, and Women’s Health has decreased by a staggering 42% from 39 864 to 23 290.

Leading declines (YOY)*

Women’s Health  -42%
Move!  -27%
Woman and Home  -19%

Leading gains (YOY)

Cosmopolitan  +32%
Good Housekeeping/Goeie Huishouding  +22%

The MarkLives’ Big Magazine list**

Q1 2019

  1. Huisgenoot: 174 384
  2. Kuier: 87 891
  3. YOU: 85 402
  4. Tuis/Home: 80 238
  5. Bona: 75 219  +1
  6. CAR: 66 706  +2
  7. Sarie: 65 849
  8. Rooi Rose: 61 685  +1
  9. Weg/Go!: 57 871  +1
  10. Woman and Home: 56 201  -5

Good Housekeeping/Goeie Huishouding: 51 862
Move!: 51 026

*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 Q4 2018 data.

See also

 

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

— One subscription form, three newsletters: sign up now for the MarkLives newsletter, including Ramify headlines; The Interlocker, our new monthly comms-focused mailer; and Brands & Branding, launching soon!

Daily newspaper circulation fell by 10% yoy — ABC Q1 2019

by Herman Manson (@marklives) The Audit Bureau of Circulations of South Africa has released newspaper-circulation statistics for the period January–March 2019 (ABC Q1 2019); see our consumer magazine ABC analysis here.

Newspaper overview

  • Total newspaper circulation declined declined by 1.4% the previous quarter, and by 5.0% on the previous year
  • Daily newspapers declined by 2.6% on the previous quarter, and by 10.5% on the previous year
  • Weekly newspapers declined by 0.5% on the previous quarter, and by 7.9% on the previous year
  • Weekend newspapers declined by 1.6% on the previous quarter, and by 10.4% on the previous year
  • Local newspapers increased by 0.2% on the previous quarter, but declined by 8.1% on the previous year
  • Free newspapers declined by 1.4% on the previous quarter, and by 3.0% on the previous year.

Daily papers

Sowetan, 28 March 2019In Gauteng, Pretoria News has declined from 12 600 to 12 478 (copy sales: 6 839) in the corresponding previous  period (Q1 2018). Beeld has fallen from 36 182 to 32 797. The Star is down from 75 836 to 72 010 (sales below 50%: 9 974; contracted travel sales: 19 978). Sowetan has inched up from 70 120 to 70 737.

In the Cape, Die Burger (Eastern and Western Cape editions) has declined from 47 420 to 39 625 (after moving the Eastern Cape edition to digital only, except for a printed Friday paper).

The Cape Argus has decreased from 27 946 to 27 245 (sales below 50%: 3 551), while the Cape Times has declined from 29 994 to 29 523 (sales below 50%: 3 057). Son has fallen from 62 842 to 55 126.

In the Eastern Cape, Daily Dispatch has fallen from 17 958 to 15 468, and The Herald from 16 584 to 14 793.

In KwaZulu-Natal, the Daily News is down from 23 105 to 22 393 (sales below 50%: 3 782; contracted travel sales: 4 364) and The Mercury has fallen from 25 659 to 24 402 (sales below 50%: 3 427; contracted travel sales: 4 132). The Witness has declined from 11 681 to 10 779.

The Citizen has fallen from 45 358 to 40 481 (multi copy sales = 4 176, contracted travel sales = 8 253) and Business Day has declined from 20 350 to 18 053 (sales below 50% = 2 341). The Daily Sun has fallen from 141 187 to 117 220. Isolezwe has decreased from 86 342 to 72 495.

Volksblad has declined from 13 991 to 13 341. Diamond Fields Advertiser has decreased from 7 794 to 7 113.

Leading declines (YOY)*

Daily Dispatch  -18%
Son  -18%
Daily Sun  -17%
Die Burger (combined editions)  -16%
Isolezwe  -16%
Business Day  -11%
The Citizen  -11%
The Herald  -11%

Leading gains (YOY)*

Sowetan  +1%

*Circulation compared to corresponding previous period (Q1 2018); excludes regional editions.

Weekly & weekend papers

Beeld Saturday, 30 March 2019Pretoria News Saturday has declined from 7 510 to 7 057 (sales below 50% of cover price: 1 500); the Saturday Star from 45 172 to 39 386 (sales below 50% of cover price: 4 811; contracted travel sales:  6 675); the Weekend Argus (Saturday and Sunday editions) from 52 004 to 49 681 (sales below 50% of cover price: 6 416) and the Independent on Saturday from 36 144 to 35 227 (sales below 50% of cover price has surged to 9 718).

Saturday Beeld has climbed from 37 250 to 38 808 but Saturday Burger has fallen from 61 749 to 52 712 (after discontinuing its Eastern Cape edition) and Daily Dispatch Weekend Edition (formerly Saturday Dispatch) from 14 639 to 13 132.

City Press has dropped 21% from 58 566 to 46 198 and Rapport from 113 636 to 105 784. The Sunday Times has declined from 260 132 to 240 180 (contracted travel sales: 23 859; multi copy sales: 8 413).

Sunday Tribune has declined from 50 064 to 48 181 (sales below 50% has climbed to 11 330). Sunday Sun has continued its collapse with a 28% decrease from 62 674 to 44 893, as has does the Sunday World, by 16%, falling from 47 835 to 40 383.

Ilanga Langesonto has declined from 34 146 to 33 066 and Isolezwe ngeSonto has fallen from 65 489 to 55 230 (-16%). Isolezwe ngoMgqibelo has gone from 64 676 to 57 143 (-12%).

In terms of the weeklies, The Post has inched up from 37 310 to 37 553 (sales below 50% are up dramatically to 2 857) while Ilanga has climbed 3% from 56 481 to 57 965. The Mail & Guardian has declined by 12% from 26 945 to 23 605. Soccer Laduma is down 11% from 252 041 to 224 186.

Leading declines — weekend & weekly papers (YOY)*

Sunday Sun  -28%
City Press  -21%
The Citizen  -19%
Isolezwe ngeSonto  -16%
Sunday World  -16%
Die Burger  -15%
Weekend Post  -14%
The Saturday Star  -13%
Isolezwe ngoMgqibelo  -12%
Mail & Guardian  -12%
Soccer Laduma  -11%

Leading gains — weekend & weekly papers (YOY)*

Volksblad (Saturdag)  +6%
Beeld, Saturday  +4%
Ilanga  +3%
The Post  +1%

*Circulation compared to corresponding previous period (Q1 2018); excludes regional editions.

The MarkLives’ Biggest Circulation Per Issue Newspaper List*

Q1 2019

  1. Sunday Times: 260 132
  2. Soccer Laduma: 252 041
  3. Daily Sun: 141 187
  4. Rapport: 113 636
  5. Isolezwe: 86 342
  6. The Star: 75 836
  7. Sowetan: 70 120
  8. Isolezwe ngeSonto: 65 489
  9. Isolezwe ngoMgqibelo: 64 676
  10. Son: 62 842

Sunday Sun: 62 674
Die Burger (Saturday): 61 749

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

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

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

Top 20 Programmes All Adults 15+
March 2019 Prime Time 5.30pm—10pm
Adults 15+ years U:35679 S:8175

Source: BRCSA March 2019

Day

Date

From

To

Station

Programme title

Genre

AR

Viewers

Share

Wed 27/03/2019 1930 1957 ETV Scandal Soap 17.1 6 100 423 44
Fri 08/03/2019 1930 1957 ETV Scoop Network Docu 12.89 4 598 965 37.8
Tue 26/03/2019 1900 1928 ETV Rhythm City Dram 12.27 4 377 024 34.1
Thur 07/03/2019 2130 2200 ETV Imbewu: the Seed Dram 11.87 4 235 564 46.3
Thur 14/03/2019 1927 1929 ETV Just for Laughs Gags Filler Sitc 8.86 3 162 181 31.2
Sat 09/03/2019 1929 2118 ETV Alvin and the Chipmunks the Squeakquel Movi 8.75 3 121 670 31.6
Sun 10/03/2019 2000 2215 ETV San Andreas Movi 8.44 3 012 416 34.4
Sun 31/03/2019 2001 2204 ETV London Has Fallen Movi 7.66 2 731 860 28.6
Sat 02/03/2019 1930 2118 ETV Alvin and the Chipmunks Movi 7.52 2 684 315 27.1
Sat 30/03/2019 1930 2133 ETV Rio 2 Movi 7.4 2 638 570 26.2
Sun 24/03/2019 2000 2223 ETV Olympus Has Fallen Movi 7.23 2 577 883 27
Sun 03/03/2019 2000 2148 ETV Lucy Movi 6.71 2 392 735 26
Sun 17/03/2019 2001 2209 ETV Big Mommas: Like Father Like Son Movi 6.6 2 356 011 34
Sat 16/03/2019 1931 2112 ETV Alvin and the Chipmunks: Chipwrecked Movi 6.56 2 341 776 34.7
Sat 23/03/2019 1930 2123 ETV Rio Movi 6.47 2 306 919 26.2
Sun 24/03/2019 1930 1956 ETV Modern Family Dram 4.33 1 543 516 13.6
Sun 10/03/2019 1804 1859 ETV Little Big Shots Maga 4.22 1 506 872 15.8
Sun 24/03/2019 1900 1928 ETV E News Prime Time News 4.1 1 461 925 13.4
Sat 09/03/2019 2119 2331 ETV The 5th Wave Movi 4.05 1 446 385 27.2
Tue 12/03/2019 2100 2104 ETV The Powerball Draw Quiz 3.9 1 390 176 9

In 2016, the Broadcast Research Council of South Africa (BRCSA) 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.

 

Broadcast Research Council of South AfricaThe Broadcast Research Council of South Africa (the BRC) 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.

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