Important Changes - The 2018 Effie Awards in association with TVNZ

Posted 19 June 2018.

This year Effies continues to bring attention to longer-term successes; campaigns that have gone beyond short-term returns and created genuine lasting change for an organisation. As part of this, the eligible entry dates for Effies remain longer to create a bigger window of eligibility for any long-term success stories. The intention of these new dates is to allow campaigns from the last 2 years an opportunity to demonstrate their success across a longer period of time than previously possible.

Eligibility Period: Marketing communications campaigns (& results) that ran in NZ between 14 June 2016 and 14 June 2018 will be eligible to enter.

    • However, it is the expectation that any papers entered in the 2017 Effie’s that are now eligible for a second time must demonstrate additional success and significant new results AFTER June 2017 to be considered an Effie winner.
    • All category descriptions, entry forms and judging forms were revised slightly in 2017 to draw focus to longer-term thinking where possible. Please read your entry forms carefully. Note the 5% now in every results section awarded for any longer term or sustained results.
    • There is a new category to allow to excellence in short-term challenges and impact campaigns – Short Term Success. Please read the entry criteria for this on page 25.
    • There have been changes to the results section of each entry form around ROI. The commercial benefit to the business can now be expressed as either an ROI (return on investment figure), or you can demonstrate commercial payback that justifies the investment in the campaign in any way necessary.
    • There have been slight changes in the way Progressive has been articulated. Please read the Progressive entry category carefully before starting your entry
    • Please note your entry may be published after the Effie Awards in its entirety. For the GOLD winners we will provide the opportunity to INDEX any sensitive information previously supplied in RED. This will allow the best examples of effective advertising to be available for sharing and learning purposes.

    THANK YOU TO OUR SPONSORS:

    Call For Entries Open - The 2018 Effie Awards in association with TVNZ

    Posted 31 May 2018.

    Read the Call For Entries Documentation - COMING SOON

    Read all the changes for 2018 HERE

    To register your entry, click HERE

    EARLYBIRD TICKETS AVAILABLE TO THE GALA DINNER - MORE INFORMATION HERE

    Entries Close - Tuesday 14th August - 4.00pm / Extended Deadline - Thursday 16th August - 4.00pm

    Categories & Entry Forms

    A. Charity/Not for Profit

    Promoting a particular not-for-profit association, special interest group charity or charitable society. Typically fund-raising or promoting the work of the charity. Judges are looking for proof that your communications drove a very positive outcome for the charity either by way of fundraising or brand-building or public support for the organisation and its cause.

    Download Entry Form A - Charity/ Not for Profit

    B. Social Marketing/Public Service
    Marketing communications of a public service nature, including campaigns to promote social or behavioural change. This typically involves government department, local body or community service campaigns. Judges are looking for proof that your communications significantly contributed to a positive social change, driving a valuable outcome of social good, i.e. you changed how people think or what they do in-line with stated campaign objectives.

    Download Entry Form B - Social Marketing/ Public Service

    C. Retail/Etail
    Stores and/or websites that provide either a diverse range of merchandise (e.g. department store) or that specialise in a particular line of products. More than just your normal product and price advertising, good retail campaigns need to fundamentally develop a stronger brand proposition, a larger customer base and grow overall sales value. Judges are looking for proof that your communications grew the brand, grew the customer base, grew sales and blew the category and the competitors out of the water. If you just discounted some product and slapped up a “SALE” poster then don’t bother entering.

    Download Entry Form C - Retail/ Etail

    D. Business to Business (B2B)
    The Business to Business category is designed for campaigns that are directed from one company to another within a professional, trade or industry context, as opposed to consumers. It is about returning enduring business value through commercial creativity and delivering growth (i.e. margin/sales). It is very important in this category to clarify exactly what the role of the campaign was and how it worked to influence the attitudes and behaviour of the target market. Judges will be looking for insight, innovation and irrefutable proof that communication has been instrumental in delivering ongoing business-to-business outcomes.

    Download Entry Form D - Business to Business

    E. Fast Moving Consumer Goods (FMCG)
    All fast moving consumer goods products (NB: established in the market for over 12 months). This is one of the most popular categories, so if your stuff didn’t fly off the shelves or out of the chillers, think hard before you start writing. Typically one of the most creative categories, competition in store and in the Effies is fierce and only the strongest will survive. Judges are looking for proof that your strategy is fresh, original and creative and changed the way consumers purchase. You either grew the pie or you just ate the other guy’s pie, but whatever you did, you made a big impact.

    Download Entry Form E - Fast Moving Consumer Goods (FMCG)

    F. Consumer Durables
    Any product which is not purchased on a regular basis, and where there is a high involvement decision-making process. For instance: motor vehicles, white goods, brown goods, household furnishings, electronics and pharmaceuticals. This category is full of surprises attracting a wide range of entries from pills to push bikes to Porsches. It is definitely a category where we will be comparing apples and oranges. The judges are looking for proof of the difficulties of competing in this category and that your communications pushed the client way out in front of its competitors. You need to prove that you deserve an Effie ahead of that guy who threw in a set of free steak knives.

    Download Entry Form F - Consumer Durables

    G. Consumer Services

    Open to companies whose main focus is providing a service to the consumer. For instance: airlines, hotels, tourism, energy suppliers, financial services, telecommunications and entertainment. The services companies typically do well at the Effies. Judges are looking for proof that communications helped companies to differentiate their brands and drive their service proposition to build stronger customer engagement and revenues over time.

    Download Entry Form G - Consumer Services

    H. New Product or Service

    These must be NEW products, services, brands or variants developed to exist beyond just the campaign period (i.e. not a line extension or limited time offer). To be eligible, a NEW campaign must have launched within the eligibility period of 14 June 2016 and 14 June 2018. Results for launches are always good in the first year, so you’ll need to clearly demonstrate to the judges why the results were above and beyond what would ordinarily be expected. Results can be measured until close of entry in August.

    Download Entry Form H - New Product or Service

    I. Limited Budget: Less than $100,000

    Campaigns with a total production and media spend of $100,000 or less. It must be a stand-alone campaign as opposed to a single execution of a larger campaign. This category is all about achieving a lot for a little. Judges are looking for strategic thinking, creative work and results that show how to convert a modest budget into a significant commercial result. Note: the budget limit of $100,000 must include the cost of any promotional prizes or incentives.

    Download Entry Form I - Limited Budget: Less than $100,000

    A campaign can be entered into only one of the categories J to L, e.g. it cannot be entered into both Category J and Category K.
    In particular, the judges will be looking for strength of proof that only because of this idea and type of campaign the claimed business results could have been achieved.

    J. Most Effective Integrated Campaign

    Here we’re looking for where the power of a really big idea allowed a campaign to translate across all the relevant channels to deliver an exceptional result. This is not about simply listing multiple channels and executions. Judges are looking for evidence that the integration was a consequence of an idea so big that it broke out of the category and resulted in a combination of traditional, innovative and unexpected activities. Judges will be expecting to see measures proving the link between the communication idea and the resulting integration; this will be critical to proving the effectiveness of the campaign. Entrants will need to show that each channel or activity was deliberately selected to enhance the idea and that the core strategic and creative thinking was adapted appropriately for each component, that components were designed to coordinate with each other, and that each component played a significant role in delivering the results.

    Download Entry Form J - Most Effective Integrated Campaign

    K. Most Effective Social Media Campaign

    Campaigns that set out with the explicit purpose of using social as the primary communication channel or have social at their heart. The kind of idea that is specifically designed to take advantage of the socially connected consumer and the influence of social. Judges are looking for campaigns that begin with a social idea, as opposed to advertising or integrated campaigns reformatted for a social media environment. They’ll need a clear rationale for why social was the right way to tackle the client’s brief, and evidence of how social activity measurably and materially drove the commercial result. It is not enough to count the number of impressions, likes or shares. You should demonstrate how this social activity resulted in a change in behaviour or a meaningful impact on the brand. You will need to measure and prove the commercial value of social through the direct effect it had on consumer behaviour or perceptions for lasting change beyond the life of the campaign, and demonstrate correlation with the achieved business results.

    Download Entry Form K - Most Effective Social Media Campaign

    L. Effective Use of Digital Technology

    Campaigns that have digital technology at their heart. The kind of idea that demonstrates how the digital innovation or solution maximised the communication impact and achieved the campaign objective. Judges are looking for campaigns that begin with a digital idea, as opposed to advertising or integrated campaigns with a digital element. They’ll need a clear rationale for why digital technology was the most creative way to tackle the client’s brief, and evidence of how the digital technology measurably and materially drove the commercial result. You will need to measure and prove the effect it had on consumer behaviour, perceptual shifts and how it correlates with positive and sustainable business results.

    Download Entry Form L - Most Effective Use of Digital Technology

    M. Most Effective Use of Data

    Campaigns that used progressive data methods or data technologies to crack an insight that led to the campaign. Judges are looking for strategic interpretation of data into a meaningful insight and how that insight brought the idea to life. This category should demonstrate how progressive or original analytical technologies or techniques were harnessed in order to better interpret the consumer or category. Entrants will need to illustrate how the insight creatively informed the communication. You will need to measure and prove the effect the insight had on making the campaign more effective in delivering business results over time.

    Download Entry Form M - Most Effective Use of Data

    N. Most Effective PR/Experiential Campaign

    Campaigns that have a PR or experiential idea at their heart. The kind of idea that sets out with the explicit purpose to get the media talking or involve consumers in a tangible experience that delivers on the brand’s positioning or business objectives. Judges are looking for campaigns that begin with a PR or experiential idea, as opposed to marketing or integrated campaigns with a PR or experiential element. They’ll need a clear rationale for why PR or experiential was the right way to tackle the client’s brief, and evidence of how the PR or experiential activity measurably and materially drove the commercial result. Strength of proof will rely on demonstrating the link between this activity and how it has shifted consumer perceptions and behaviour in a way that has tangibly driven a sustained business effect.

    Download Entry Form N - Most Effective PR/ Experiential Campaign

    O. Best Strategic Thinking

    Campaigns that display particularly strong strategic thinking. This is the thinking before the creative brief, as opposed to the creative idea or execution. Judges are looking for examples of where an agency has taken a client’s brief, and through fresh insight or inspired problem solving, developed a ground breaking strategic direction. Judges will need to see a clear delineation between the strategic and creative thinking, and understand how the strategic and creative platforms have or will deliver long-term success for the brand.

    Download Entry Form O - Best Strategic Thinking

    P. Most Progressive Campaign

    Campaigns that break marketing’s mould and achieve their communications objectives in highly innovative ways. Judges are looking for strategic thinking, creative ideas and campaign construction that is highly provocative, and which challenges advertising or marketing’s conventions. Just being different or new is not enough. Winning campaigns will need to demonstrate how the progressive nature of the campaign created the sustained commercial result.

    Download Entry Form P - Most Progressive Campaign

    Q. Short-Term Success

    This category is for short-term impact campaigns that are designed to work within a 6 month period. This could be a day, a week, or a number of months. Judges will be looking for proof around the business challenge, where the insight and strategy came from, the excellent execution and how it delivered great results that met short-term objectives.

    Download Entry Form Q - Short-Term Success

    R. Sustained Success

    Products or services that have experienced sustained success for a period of at least 36 months. Entries must have a common objective and utilised the same strategy throughout the length of the campaign. They may have done so using different executions, but still deliver to the core insight and idea. The current year’s results may be included and be shown to build on the previous results. This award recognises strategy and creative platforms that are ‘built to last’ and demonstrate effectiveness over time. Judges will be looking for proof around the scale of the challenge, where the strategy came from, where it’s going and how it continued to deliver results over a sustained period of time.

    Download Entry Form R - Sustained Success

    S. Individual Marketer of the Year

    This award recognises the role that an individual marketer plays in the development of effective work across a year. Judges will be looking for a marketing client who has lead their agencies in the marketing of a brand which has clearly excelled not only in the last 12 months, but who are setting their brand up for the long term. Judges seek evidence of a compelling brand story that inspires and motivates employees and partners, and is evident in all of the brand’s touchpoints.

    Judges will be looking for marketers who inspire their agency, who challenge them whilst giving them the freedom to succeed, and whose business results were the outcomes of genuine collaboration and friendship.

    This is an award for a client that is great to work with and gets great results out of their agencies. It’s therefore about more than a single campaign. The marketer of the year should be an inspirational figure to other marketers, who can represent marketing to the wider business community.

    Your nomination entry form should be submitted to Natasha Galloway on natasha@commscouncil.nz

    Cost to enter is $600 + GST for members. $1200 + GST for non-members.

    Download Entry Form S - Individual Marketer of the Year

    Executive Judges’ Choice Awards

    Note: These special categories cannot be entered and are awarded either by the Executive Judging Panel from the small pool of winning finalists or through the calculation of points.

    Hardest Challenge

    Campaigns that begin with an extraordinary degree of difficulty, and achieve the seemingly impossible. Judges are looking for evidence that the challenge to the agency was an extremely tough one and, where relevant, that success was sustained. The campaign objectives will need to be very well qualified with a clear description of why they are so challenging. The winner will demonstrate strategic thinking, creative work and results that show how to succeed against all odds. Judges will favour entries and campaigns that provide evidence of sustained effects.

    Most Effective Client of the Year

    Awarded to the client who is the most outstanding performer on the night across all categories. The award is based on the weighted value of Gold, Silver, Bronze Effie Awards won and finalist entries. The Grand Effie winner will receive 12 points, 8 points are awarded for Gold, 6 for Silver, 4 for Bronze and 2 for a finalist as per the global Effie Effectiveness rankings. Points are calculated and the winner is identified.

    Most effective Agency of the Year

    This award recognises the most significant contribution made by an advertising agency to the success of their clients in the Effie Awards and reflects the true partnership between agency and client in achieving outstanding effectiveness in marketing communications. The award is based on the weighted value of Gold, Silver and Bronze Effie Awards won and number of finalist entries. The Grand Effie winner will receive 12 points. 8 points are awarded for Gold, 6 for Silver, 4 for Bronze and 2 for a finalist. Points are calculated and the winner is identified. Agencies listed as a contributing agency will also receive points as outlined in the call for entry document.

    Note that the gold award that becomes the Grand Effie winner will not have double points awarded, i.e. a Grand Effie contributes only 12 points, not 12 points plus the 8 points for the related gold award.

    Similarly, points will only be awarded for the highest award received. Therefore points for a gold or silver award will not also receive finalist points.

    The Most Effective Agency of the Year and Hardest Challenge do not receive points in the Global Effie Effectiveness Index.

    Grand Effie® sponsored by TVNZ

    All Gold Effie category winners will be eligible for the Grand Effie. This award is given to the campaign that achieved the most extraordinary commercial result for its client. Judges will evaluate the magnitude of the results, the return the client received on their investment and the evidence of that return having been driven by the agency’s campaign, to recognise the most effective campaign from a commercial results perspective.

    The winner of the 2018 Grand Effie will also receive the prize of $100,000 in TVNZ airtime.*

    * Grand Effie Prize Conditions:

    The $100,000 in TVNZ air time must be used between January 2019 and August 2019.

    Air time will be placed by TVNZ in conjunction with the winner’s agency.

    Air time to be placed in non-core and non-peak programming and is subject to availability at the time of booking.

    Air time is at rate card and valued at time of booking.

    Air time to be booked at quarter opening.

    Usual Terms and Conditions apply.


    NZ Effie Awards 2018

    C/O The Conference Company
    31C Normanby Road, Mt Eden, Auckland 1024
    PO Box 90 040, Auckland 1142
    Ph: 09 360 1240
    Email: effie@tcc.co.nz

    Earlybird Ticket Offer - The 2018 New Zealand Effie Awards

    Posted 31 May 2018.

    ​To take advantage of this earlybird offer for the Effies Gala Dinner, email office@commscouncil.nz before 19th August.

    ​Purchase your EARLYBIRD Effie tickets before 19th August and receive a discount on ticket price.

    Comms Council Members/Sponsors and ANZA members

    Normal price of ticket:

    $280 single

    $2,700 table of 10

    Earlybird discount:

    $250 single

    $2,400 table of 10

    Non-Members

    Normal price of ticket:

    $400 single

    $3,800 table of 10

    Earlybird discount:

    $375 single

    $3,600 table of 10

    THANKS TO OUR SPONSORS:

    Individual Marketer of the Year - The 2018 Effie Awards in association with TVNZ

    Posted 31 May 2018.

    ​This award recognises the role that an individual marketer plays in the development of effective work across a year.

    Download the entry form here

    This award recognises the role that an individual marketer plays in the development of effective work across a year. Judges will be looking for a marketing client who has lead their agencies in the marketing of a brand which has clearly excelled not only in the last 12 months, but who are setting their brand up for the long term. Judges seek evidence of a compelling brand story that inspires and motivates employees and partners, and is evident in all of the brand’s touchpoints.

    Judges will be looking for marketers who inspire their agency, who challenge them whilst giving them the freedom to succeed, and whose business results were the outcomes of genuine collaboration and friendship.

    This is an award for a client that is great to work with and gets great results out of their agencies. It’s therefore about more than a single campaign. The marketer of the year should be an inspirational figure to other marketers, who can represent marketing to the wider business community.

    ​Entry forms for this award will be available to DOWNLOAD HERE from 19th June and will be open until August 23rd at 4pm.Your nomination entry form should be submitted to Natasha Galloway on natasha@commscouncil.nz

    Cost to enter is $600 + GST for members. $1200 + GST for non-members.

    THANKS TO OUR SPONSORS:

    Entry Writing Workshop - 2018 Effie Awards in association with TVNZ

    Posted 21 May 2018.

    Book yourself and your team into the Effie writing workshop with David McIndoe 2018 Convener of Judges.

    • ​​Understand what the judges are looking for from an entry
    • Look through historical entries and understand what makes an effective marketing campaign and therefore Effie paper
    • Learn what evidence you need to put together to write your Effie paper and the new rules for 2018

    To register please email: awards@commscouncil.nz NOW!


    Date: Thursday 21st June

    Venue: TVNZ

    Time: 9.00am – 11.00am

    Cost: Members / sponsors: $30 + GST pp, Non-members: $60 + GST pp

    THANKS TO OUR SPONSORS:

    Effie Entry Writing Workshop

    Posted 21 May 2018.

    Winner - Sandy Smith Inspiring Individual Award sponsored by MediaWorks

    Posted 9 May 2018.

    ​Congratulations to Robert Harvey, CEO Dentsu Aegis Network!

    GOLD Videos - The 2018 Beacon Awards in association with NZME

    Posted 9 May 2018.

    ​​Take a look at the videos below explaining why these deserving campaigns won GOLD.

    Skinny Mobile / PHD - The Best ‘Freekend’ Christmas Ever!

    PAK’n'SAVE / FCB Media - Meatrimony The ‘Perfect’ Marriage

    Water Safety New Zealand / FCB Media - The Swim Reaper

    Westpac NZ / FCB Media - The Inequality Issue

    European Motor Distributors / FCB Media - Audi - The Melting Offer

    Kiwibank / OMD - Mind Over Money

    Fire & Emergency New Zealand / FCB Media - Igniting Action

    Movember Foundation / Carat, BC&F Dentsu & MKTG - The Right to Grow

    Testicular Cancer New Zealand / FCB Media - An Uncomfortable Topic

    Serato / MBM - Propensity to DJ

    Media Works / PHD - Helping Newshub Win the Election

    MetlifeCare / Carat - Life Begins at MetlifeCare

    Cheers & Uber / MBM - A Message From My Sober Self

    The Winners - The 2018 Beacon Awards in association with NZME

    Posted 9 May 2018.

    ​MAJOR AWARDS

    Best in Show - sponsored by SKY: FCB Media and Westpac NZ

    Media Agency of the Year - sponsored by NZME: PHD

    Advertiser of the Year - sponsored by NZME: Fire & Emergency New Zealand

    Sandy Smith Inspiring Individual Award - sponsored by MediaWorks: Robert Harvey, CEO Dentsu Aegis Network

    Media Business of the Year: MediaWorks

    Sales Person / Team of the Year - sponsored by BigMobile: Adshel

    FCB Media / Westpac NZ - Best in Show
    FCB Media / Westpac NZ - Best in Show

    PHD - Media Agency of the Year
    PHD - Media Agency of the Year

    Fire & Emergency New Zealand - Advertiser of the Year
    Fire & Emergency New Zealand - Advertiser of the Year

    MediaWorks - Media Business of the Year
    MediaWorks - Media Business of the Year

    Adshel - Sales Person / Team of the Year
    Adshel - Sales Person / Team of the Year

    Robert Harvey - Sandy Smith Inspiring Individual Award
    Robert Harvey - Sandy Smith Inspiring Individual Award

    The automation debate and the opportunity to pivot

    Posted 17 April 2018.

    By John Baker, Managing Director, Lassoo Media & PR

    ​​Debate has raged for a number of years now around the merits of programmatic trading of digital advertising, with considerable focus from some commentators on its perceived risks. The negative focus has largely been on the issues of advertising fraud, viewability and brand safety.

    The principle of programmatic concerns some media owners who perceive a risk to their existing media distribution model as, increasingly, advertising and content is served to consumers directly from other platforms based on behavioural data. The media owner ‘gatekeeper’ status for consumers has eroded.

    But let’s be frank. The issues of ad fraud, viewability and brand safety have been with us since the development of contemporary media and well before the internet. Publishers and broadcasters have never been able to guarantee that 100% of their audience is exposed to ads, the risk of negative content adjacent to advertising campaigns has always been with us and there have always been crooks. Yes, some of these issues (particularly brand safety) have been amplified but they are not new and certainly not exclusive to programmatic digital or digital advertising per se. Let’s remember what nineteenth century Philadelphia retailer John Wanamaker said: “Half the money I spend on advertising is wasted; the trouble is, I don’t know which half”.

    Addressing these issues and mitigating these risks has always been a key role of agencies and the suggestion (from some) that agencies might be broadly complicit in negative aspects of programmatic trading does not stack up.

    The issue of “relevancy” has been one of the biggest vulnerabilities of traditional media planning and it is in this area, in particular, that the use of smart data and automation can optimise client investment alongside a more traditional approach. As data products and machine learning improve and evolve, expect this to become more significant with a greater focus on consumer value and utility across all media platforms, including traditional channels like television. The future looks good.

    Another debate centres on the supply chain of automated digital, with sometimes legitimate questions asked about what is being funded and how this may dilute the digital ad spend on its way to the publisher. As we move to programmatic trading across platforms like TV and OOH, don’t expect these questions to go away.

    While there is need for greater transparency to build marketer confidence, it is illogical to suggest that the technology, IP and resource that delivers automation and optimises targeting should not come at a cost. Traditional media company structures with large commercial teams that intermediate between markets/agencies and audiences have always been a part of the media spend on the way through to reaching the consumer. I don’t advocate the end of media sales teams, as they often add significant value, but I do question the modus operandi of some media companies. It’s time to pivot.

    At a time when revenue is challenged, media owners might reflect on the intrinsic value they provide agencies and marketers, and that is to deliver deeply engaged audiences within relevant contextual environments.

    The reason why so much investment is made in Google and Facebook is because it works. Many agencies and clients would like to see more marketing dollars funding New Zealand journalism, but first and foremost we have a duty to deliver optimal returns on marketing investment. The legacy model of some media companies is damaging to innovation and competitiveness.

    It is time for established media companies to re-examine their service, utility and ideas; focusing on the journalistic and creative elements that make their media compelling to audiences. To invest in more and better journalism, creativity and content and to consider how to optimise automation and data to make their alternatives more attractive to trade with and leverage to create demand.

    NZ Effie Awards 2018 in association with TVNZ - Key Dates

    Posted 9 April 2018.


    Call for entries issued: Tuesday 19 June

    Entry Writing Workshop: Thursday 21 June, 9am - 11am

    Entries close: Tuesday 14 August, 4pm

    48hr late penalty deadline: Thursday 16 August, 4pm

    Preliminary judging: Tuesday 4 September (Auckland) and Thursday 6 September (Wellington)

    Campaign material due: Tuesday 18 September

    Finalists announced: Thursday 27 September

    Category judging: Wednesday 26 September (Auckland)

    Executive judging: Wednesday 10 October (Auckland)

    Effectiveness Function Thursday 11 October

    Effie Awards Show: Thursday 18 October

    THANKS TO OUR SPONSORS:

    Big Mobile

    Posted 5 April 2018.

    The Commercial Communications Council supports the launch of Think TV

    Posted 3 April 2018.

    ​The Commercial Communications Council was pleased the see the launch of Think TV into the New Zealand market late last week.

    ​Think TV is a collective voice for the industry to celebrate and hero the scale and effectiveness of television advertising in New Zealand.

    Research in recent years by marketing experts such as Peter Field and Mark Ritson has brought increasing focus on the need for marketers and their agencies to not lose sight of the power of strong brands to deliver long term business growth.

    Comms Council CEO Paul Head said, “There is overwhelming evidence of the power of TV and video to help build sustainable and profitable brands. TV remains a critical medium in this market. It is highly effective at telling stories that engage consumers. As an industry, building engagement is central to how we should be fostering long-term brands for our clients and we welcome the launch of Think TV as a powerful tool to make this case”

    Comms Council President Louise Bond said, “TV has long been a core platform for brands and remains an important channel in a brand’s holistic marketing and media strategy. In a world of new media and technology, it’s great to see New Zealand’s leading free-to-air and pay TV players have come together to educate the industry on the effectiveness and evolution of traditional media - TV. The industry looks forward to hearing from Think TV regularly and finding out how we can continually challenge ourselves and our clients to use it in new, and interesting, ways to deliver strong, long-term business results.”

    2018 Beacon Awards in association with NZME - Finalists announced!

    Posted 26 March 2018.

    Congratulations to the finalists of The 2018 Beacon Awards in association with NZME!

    View the full list here.

    ​​We look forward to you joining us at the 2018 Beacon Awards in association with NZME to find out if your finalist entry takes out any metal.

    THE BEACON AWARDS GALA DINNER:

    Date: Thursday 10th May 2018

    Time: 6.30pm drinks, 7.30pm show starts

    Cost:

    Comms Council Members & Sponsors Single Ticket: $265 + GST

    Comms Council Members & Sponsors Table of 10: $2,500 + GST

    Non-Member Single Ticket: $335 + GST

    Non-Member Table of 10: $3,200 + GST

    2018 Beacon Awards in Association with NZME - Gala Dinner

    Posted 26 March 2018.

    TICKETS ARE NOW SOLD OUT

    Find out who shines the brightest at the Beacon Awards in association with NZME. gala dinner.

    Date: Thursday 10th May, 2018

    Time: 6.30pm drinks, 7.30pm show starts

    Location: Viaduct Event Centre, 161 Halsey Street, Auckland

    Any queries, please email awards@commscouncil.nz

    For tickets, contact: office@commscouncil.nz

    Comms Council appoints new Media Committee Chair

    Posted 22 March 2018.

    ​​The Comms Council is pleased to announce the appointment of Samantha Osborne; Managing Director, Mindshare to the position of Chair for the Media Committee.

    For the past 5 years, Samantha has sat on the Media Committee and contributed to a number of strategic projects in that time which have benefited the industry.

    Samantha has lead the Mindshare New Zealand business since its launch in January 2015. She has been instrumental growing the agency from the ground up with a true entrepreneurial and start up mentality. Her drive and passion to develop a world class agency in the New Zealand market is evident in all that she does.

    With 20 years in advertising and media, Samantha has worked extensively in both the New Zealand market and the UK where she worked in a Worldwide team across many markets.

    Samantha will bring a range of perspectives to the position of Chair, having worked on both agency and media owner side, starting at TVNZ. Since then she has worked at Universal McCann, PHD, Ogilvy and Mather and ZenithOptimedia Worldwide, based in London.

    “We’re delighted to be able to announce Sam’s appointment as Chair. The media landscape is evolving rapidly and I’m looking forward to working with her as the Media Committee endeavours to navigate the changing world”, said Paul Head, CEO Comms Council.

    Samantha replaces Louise Bond; CEO, PHD who has been Chair since 2015.

    Paul Head thanked Louise for her significant contribution as Chair, saying, “Louise has done an amazing job chairing the Media Committee over the past few years and her leadership and guidance of the group has made a genuine difference for our members”.

    Marketing’s Inconvenient Truth

    Posted 22 March 2018.

    By Paul Head, CEO Commercial Communications Council

    I’ve been thinking a lot about climate change lately. For the record, I’m a believer. Mankind is responsible for global warming and we’re putting our future at risk. We’ve ignored the science for too long. As Al Gore said, it’s an inconvenient truth.

    What’s that got to do with marketing, you ask? In my view, as a profession we too often ignore the science. And that’s doing irreparable damage to the ecosystem we’re responsible for: specifically, our brands and their value to the businesses we work in. And we’re doing this through placing too much focus on the short-term.

    That’s not surprising, given how quickly technology is evolving and the rapid change this is driving for all of us. It’s bloody hard to be a marketer these days, whether you work in a marketing organisation or an agency.

    But I’d like to pose what I think is the fundamental marketing question we need to ask ourselves for 2018 and beyond: “How do we think about our business? Short-term or long-term?” Of course, everyone will answer “long-term”. But the marketing evidence doesn’t support that, either in New Zealand or internationally.

    As a marketing community we’ve become very focused on data driven short-term sales activation to drive business results. And this is problematic at the very least.

    We’re seeing evidence of this in entries to major effectiveness awards programmes around the world. In the UK, the IPA Effectiveness Awards have seen short-term campaign entries (campaigns of less than six months) go from less than 10% of entries a decade ago to almost 50% in 2017. Entries to the Effie Awards In New Zealand show a similar trend, as they do in other Effie programmes around the world. These short-term campaigns tend to be highly targeted, data driven, digital in nature and activation focused.

    The unfortunate corollary of this trend is that at exactly the same time that we’ve become obsessed with short-termism, work by marketing expert Peter Field and others proves conclusively that marketing effectiveness has actually declined and that this is directly linked to the short-term focus. Clearly, as a marketing community, we’ve got something wrong.

    But some clients are starting to rethink their focus as a result of their own experiences and the latest evidence from industry experts such as Peter Field and Mark Ritson.

    Procter & Gamble’s CMO Marc Pritchard admitted publicly that: “We targeted too much and we went too narrow”. The result was a significant hit to P&G’s top and bottom lines. They’ve since shifted the balance back to a more brand-focused strategy (whilst continuing to do lots of activation) and are seeing the results.

    Conversely, a brand like John Lewis in the UK has had a very strong brand-led strategy for the last decade, albeit underpinned by a strong retail activation component. But it’s the brand campaigns that have driven brand fame, emotional engagement, market share and profit growth for them. Their market share has gone from just over 22% in 2008 at the start of their current brand-led approach to just under 30% in 2016. That’s billions of pounds worth of incremental sales and profit in a tough retail environment and a prevailing wisdom that department stores are dead.

    The body of evidence from Peter Field, Mark Ritson, Byron Sharp and others, that ironically has been enabled in part by big data, is compelling. To ignore the science is akin to denying climate change, which has its own significant body of evidence attesting to its effects. And in the case of marketing, the evidence says that the things we do to generate short-term success are almost the opposite of the things we need to do to drive long-term brand success and business profitability.

    So, if we choose to acknowledge the new science that shows our short-term focus is creating marketing climate change and actually destroying value, we need to start doing things differently; we need to have the important conversations internally about long-term brand building and investment; we need to build enduring brands that deliver increased profit and we need to be braver in the face of compelling science.

    It’s an inconvenient truth, I know.

    The MAChINE™ Workshop - Dr Wayne Lotherington

    Posted 20 March 2018.

    If you are interested in this, or any of our courses, please contact your manager.

    FULLY BOOKED

    The MAChINE

    An agency in Singapore calculated that approximately 35% of the Creative Department’s time was spent on re-working the creative after their initial idea was rejected by the client. And that’s without counting the time of Planners and Suits, the effects on the quality of work approved or the impact on the motivation of the team. So imagine the value of selling your creative first time around.

    The MAChINE has been one of Wayne’s most popular and effective courses for anyone who has to sell creative plans and ideas to their client.

    His two day course offers not only content but the process of deconstructing an actual piece of work and using the ‘tools’ he provides to build the solutions and the confidence to deliver the creative work to the client.

    The MAChINE works

    When faced with the creative product, clients tend to focus on the ‘WHY NOT’ to approve as they are afraid of making a mistake.
    Wayne’s methodology shows agency people exactly what to say (and what not to say) in order to overcome that fear. The MAChINE helps clients recognise WHY the creative does the job for them. It reduces subjectivity and gives sound business reasons to approve the work. In doing so it forces attention on the Idea rather than the Execution.

    Imagine the benefits to selling your work first time around…

    • Better creative work will be approved, helping the clients’ business and your reputation
    • More satisfaction for your staff when their best ideas are sold
    • Cost savings, because you reduce the amount of re-work. This alone will save you the cost of the workshop when you sell just one campaign that would otherwise have been rejected.

    Target Audience

    Recommended for those who sell communication concepts or marketing ideas, including Account Management, Creative and Media people with a minimum of 2 years’ experience.

    What people have said after attending:

    • Thank you so much, learnt a lot from your techniques but also your personal style of public speaking. Steph
    • Absolutely loved it, even from a media background, it was great to be able to see the creative process. Ashleigh
    • Ridiculously accurate insight into persuasion. Nick
    • Enlightening, inspiring and very memorable. Dan
    • Stimulating, illuminating, practical, a shake-up! Jamie
    • The best course I have ever attended! Mark and Viv


    COURSE DETAILS

    Dates:

    Monday 11th & Tuesday 12th June

    Time: 8.30am - 5.00pm

    Venue: World Champions Room, Heritage Hotel, 35 Hobson Street

    Course materials, refreshments and lunch included for both days.


    Cost:

    Comms Council members: $1500 + GST

    Non-members: $2300 + GST

    Register your interest by emailing kate@commscouncil.nz

    Please provide full name, position, and contact details of attendees- and advise any special dietary requirements

    Full details available from Marlen Smith – Comms Council Industry Development Manager marlen@commscouncil.nz
    Phone 09 303 0435

    Comms Council Terms & Conditions apply.

    Opening the door to diversity

    Posted 14 March 2018.

    By Kim Pick, Creative Director Colenso BBDO.

    ​In March, when New Zealand snaps a national selfie with the five-yearly Census, we’ll get an official picture of what our society looks like today. And we’ll be able to see how Adland compares.

    New Zealand, we know, will be more diverse than ever. Especially in Auckland, which is already noted as one of the world’s most culturally diverse cities, with more than 200 ethnic groups, 160 languages and almost 50% of the population non-European.

    Adland, even though much of it is centred in that same city, looks a bit different.

    Last year, when the Commercial Communications Council (CCC) held a diversity and inclusiveness survey to better understand the industry, it showed that it was predominantly European/Pakeha: 87% overall and overwhelmingly so in senior leadership. Although 90% of those surveyed saw diversity as a benefit to the workplace.

    Despite being one of the fastest-growing ethnic groups, people of Asian ethnicity accounted for 10% of those surveyed. Pasifika people represented just 3% (versus 6% of the working age population), while Māori were the most under-represented, accounting for 4% versus 13% in the working age population.

    And while women made up the majority in terms of numbers overall, they were in the minority when it came to management and creative departments, where very few women hold senior leadership positions.

    The benefits of diversity – gender, cultural, ethnic, age and socio-economic diversity – are well-documented and include delivering creative advantage, greater innovation, improved decision-making and higher commercial returns. Diverse teams have been shown to discover problems faster, and their solutions are ultimately found to be of higher quality, more innovative and unexpected.

    As an industry that’s in the business of creating breakthrough, business-transforming ideas, we miss out on a wealth of fresh thinking and innovative, creative talent when we draw from the same homogenous pool.

    What’s more, failure to develop deep-seated cultural intelligence in our organisations makes us vulnerable to knowledge gaps and cultural blind spots, and we risk becoming disconnected from the very New Zealanders our brands are looking to connect and communicate with.

    In advertising and communications industries across the world, similar concerns are echoed. In the US, Nancy Hill, former CEO of the 4As said: “We are an industry that both influences and is influenced by the culture of our society. Simply reflecting one ethnic group isn’t good enough.”

    D&AD CEO Tim Lindsay, speaking to the Rare Sydney diversity masterclass in November, agreed: “As our business becomes more homogenised… we serve our clients less well and produce more homogenised thinking and solutions. So, for the future of the business, we all have to do something to put this right.”

    ‘Putting this right’ won’t happen overnight, especially in an industry experiencing accelerated cultural and technological change, and under pressure from compressed budgets and deadlines and increased working hours. “We’re working twice as hard for half the money and the pressure is really on,” says Lindsay. “Which makes changing the rules, making the space, creating the impetus for change that much more challenging… (but) it makes getting this right even more important.”

    Change is underway. The CCC, discovering that less than a quarter of the people surveyed were aware of diversity policies or programmes in their own organisation, has now set a target for all its members to have a best-practice, action-based and measurable diversity and inclusion policy in place by the end of 2018. It is engaging industry HR leaders and providing practical support through workshops to help achieve this.

    It’s also focused on developing a more diverse talent pool by fostering alternative pathways into the industry and engaging at high school as well as tertiary level.

    At Clemenger Group, a programme introduced two years ago focusing on gender diversity has seen positive results. A target of at least 40% women in senior management positions by 2020 has been exceeded early. Flexible working practices are being trialled, increased parental leave benefits offered and training rolled out to maintain momentum. But there is still work to do and the focus has widened to include diversity in all its forms and how to address more of the lopsided demographics.

    The New Zealand communications industry, already highly competitive on the global stage, can only be better for the creative and innovative advantage this can bring.

    Let’s hope our next selfie gives us reason to smile.

    Kim Pick is a member of the CCC Diversity and Inclusiveness Council, as well as the Clemenger Group diversity panel.

    Axis International Judges - Their Say on this Years Work

    Posted 12 March 2018.

    ​​Our two International Judges, Scott Nowell (The Monkeys, Sydney) and Duncan Marshall (Droga5, New York), sat down with TVNZ to talk about this years work, and what they thought of it.

    Check out the videos below to see what they had to say.

    Axis International Judges - Their Say on this Years Work

    Posted 12 March 2018.

    2018 Axis Awards Lifetime Achievement Award

    Posted 9 March 2018.

    ​Congratulations to Nick Worthington, the winner of the 2018 Lifetime Achievement Award sponsored by TOYBOX. Nick Worthington was honoured with a Lifetime Achievement Award for his incredible, creative career in the advertising industry.

    2018 Axis Awards Winners

    Posted 8 March 2018.

    Congratulations to all the winners of the 2018 Axis Awards!

    At the packed-out historical Shed 10, emceed by the rocking Mikey Havoc, 700 advertising and film types came together to celebrate the industry’s best creative work from the past year. Here are the very worthy winners

    Download the the full list of winners here.

    Major Awards:

    Grand Axis: Ogilvy & Mather - NZ Police - The Most Successful Recruitment Video

    Brand Axis: Clemenger BBDO & NZTA

    Agency of the Year: Colenso BBDO

    Production Company of the Year: Assembly

    Client of the Year: Fonterra Brands NZ

    Recognition Awards:

    Axis Student Challenge: Jay Kim & Malik Ben Brahim, Media Design School

    Emerging Talent: Sarsha Drakeford & Geordie Wilson

    Lifetime Achievement: Nick Worthington

    Thanks to our commercial partners TVNZ and NZME and our sponsors; Bauer, Adshel, The Radio Bureau, The Sweet Shop, Getty Images, Toybox, Marsden Inch, Google, Smile Dealers, Soar Print and Z Card.

    Grand Axis Winners
    Grand Axis Winners

    Lifetime Achievement Winner
    Lifetime Achievement Winner

    Agency of the Year Winners
    Agency of the Year Winners

    2018 Axis Awards Gala Dinner - TICKETS AVAILABLE NOW

    Posted 18 February 2018.

    TICKETS ON SALE NOW - BUY THEM HERE

    The Comms Council Axis awards recognise creative excellence in New Zealand. New Zealand may be a small geographically isolated country, but our advertising creative is world class - and we have to respect the best.

    2018 Axis Awards Gala Dinner BUY YOUR TICKETS HERE

    Date: Thursday 8th March, 2018

    Venue: Shed 10, 89 Quay St, Queen’s Wharf

    Time: 6.30pm-Midnight

    Cost:

    • Comms Council Members & Sponsors / Freelancers / Production Companies | Single Ticket = $240+GST
    • Comms Council Members & Sponsors / Freelancers / Production Companies | Table of 10 = $2,250.00+GST
    • Non-Members | Single Ticket = $305+GST
    • Non-Members | Table of 10 = $2,950.00+GST

    Tickets will be sent by Comms Council on Monday 5th March 2018. Any questions can be directed to awards@commscouncil.nz

    Sandy Smith ‘Inspiring Individual’ Award sponsored by MediaWorks

    Posted 13 February 2018.

    ​Entries due Thursday 29th March 4:00pm

    Inspiring Individual Award In Honour of Sandy Smith from MediaWorks NZ on Vimeo.

    Who was Sandy Smith?

    A woman you would warm to immediately, who was universally liked by people from all walks of life.

    More than that, when it came to media, she earned the respect of everyone she encountered, through an inclusive style, a sassy attitude and just all round good smarts.

    She was a woman who gave back, a woman who had time for everyone, a woman who would impart her knowledge to the budding stars of our industry – so in return, in her memory MediaWorks would like to give back.

    So who is the Inspiring Individual?

    The “unsung hero” in the company; the person who others find utterly inspiring with their generosity of spirit, their patience, their willingness and eagerness to be involved. The person integral to the company culture and passionate about contributing to the company’s success.

    Criteria

    A peer based award, it should recognise someone who is giving of their time, consistently smart in their thinking, has the ability to get the job done no matter what the circumstances. They are peer reviewed as an “inspiring individual”.

    The definition of this refers to their overall work demeanour – in that they are inclusive of their work colleagues and clients. But more than that, it should talk to the fact that anyone, from any walk of life would recognise them as an “inspiring individual”.

    As we respond to the ever changing media landscape, the industry needs people who will inspire others to rise to the challenge of the myriad opportunities available, messaging and platforms, to engage with consumers. This award recognises someone who encompasses this philosophy.

    This person is never too busy to impart their wisdom and guidance to someone who needs it. They are a mentor, a coach, a friend and a role model to all around them. The winner will receive $10,000 from Mediaworks to further their education, such as attending an international media festival or seminar – an opportunity to gain further experience and knowledge to be shared.

    Click here to download the information sheet and nomination form

    2018 Comms Council Media Agency of the Year

    Posted 5 February 2018.

    ​​Media Agency of the Year is an entered category in the annual Beacons Awards and is awarded to the Comms Council member agency whose business has made the greatest overall improvements to their business over the past (calendar) year. Entry is open to any Comms Council member media agency of any size.

    The winner is chosen by a panel of independent judges to include a range of prominent business people from outside the industry. ​

    Entries will be open from Monday 5th February with a closing date of 4pm 22nd March 2018.

    ​ENTRY FEE: $400 + GST

    SUBMIT ENTRIES TO: natasha@commscouncil.nz

    Download the Media Agency of the Year entry form here.

    New Course: Developing and Upskilling Account Managers - COURSE FULL

    Posted 31 January 2018.

    ​FROM GOOD TO GREAT

    The Comms Council in conjunction with Sarah Ritchie, founder of AM-Insider, are introducing a one day Account Management interactive workshop.

    ​The aim is to further develop Account Managers to work more effectively and confidently with clients.

    Content includes case studies, discussions, and task orientated activities for tangible take outs.

    Satisfied clients benefit both sides and ensures long term business and ROI. This course will enhance your skills and confidence to successfully manage your client accounts.

    We will explore:

     How to effectively manage client relationships

     Client retention

     Problem solving and project management

     Tackling the brief

     Proactive vs reactive

     Understanding your client’s business challenges

     Handling rough patches

     Taking responsibility

    Who is this for?

    Anyone at mid-level management responsible for client facing activity – this includes Advertising, Design, PR, Media, Digital, Experiential disciplines.

    Elevate your skill set and book now!

    Who is Sarah Ritchie?








    Founder of AM-Insider.com - for agency account managers

    Business Advisor and Consultant

    Author, “How to Wrestle an Octopus: an agency account manager’s guide to pretty much everything” (Publication date: May 2018)

    Sarah has been immersed in the advertising and design world for over 25 years, including 10 years as Director of Firestorm Design; a key presenter at the annual AUT Suit Camp; a teacher at Media Design School; Business Mentor with the Auckland Chamber of Commerce; and a long tenure in advertising and design account management.

    These days Sarah focuses on business and people growth, as a business advisor/consultant, teacher, coach, writer, and Founder of AM-Insider.com

    She created AM-Insider, in 2014, to address the gaps which exist in the professional development of account managers, and to support their resourcing and training. The aim of AM-Insider is to strengthen agencies, and to enthuse, empower, and educate account management professionals right across our industry (advertising, design, PR, media, experiential, and print).

    Sarah has worked with some of New Zealand’s leading brands in many different industries, across varied channels and with lots of different clients. Armed with all this knowledge and experience, we are delighted that Sarah is joining us to give this one-day seminar. With her engaging style we know that attendees will leave with knowledge to help them in their roles and with their client relationships.

    With no end to her talents, Sarah has also written “How to Wrestle an Octopus: an agency account manager’s guide to pretty much everything”. This is a unique professional development resource and an essential training tool for a global agency audience. The book will be available February 2018.

    Details:

    Date: Wednesday 28th March

    Time: 8:45am - 5pm

    Venue: Kensington Swan, 18 Viaduct Harbour, KPMG Building, Auckland 1010

    Price:

    $495.00 + GST for Comms Council Members

    Or $895.00 + GST for Non-Members

    To register:

    Kate Cronin-Smith

    Comms Council Events Coordinator

    Email: kate@commscouncil.nz

    Please advise any special dietary requirements

    Further information from Marlen Smith, Industry Development Manager – 021 272 9998



    See Comms Council Terms & Conditions here.

    The Things You Must Know About Employment Law in 2018

    Posted 30 January 2018.

    ​The Comms Council is pleased to offer an employment seminar presented by Anthony Drake - Partner Wynn Williams and trusted advisor to the communications industry.

    Anthony will address the important issues around employment law since the change of government, including proposed changes that may affect your business.

    ​CONTENT

    Proposed new employment laws: The new Government has proposed a number of employment law changes which affect all business. The changes will affect: Trial periods; equal pay; minimum wages; increase in contractor rights; paid parental leave; Fair pay agreements; reinstatement; introduction of statutory redundancy compensation; and increased scope for minimum standards.

    The right to disconnect: Modern workplace devices and practices increasingly require employees to be ‘connected’. What does this mean in relation to health and safety obligations and what are other countries doing?

    #MeToo - The Weinstein effect: What are employer obligations when an incident becomes known and there is no formal complaint. Can a complainant make a ‘confidential’ or ‘off the record’ complaint?

    WHO SHOULD ATTEND

    All senior Agency and Marketing Management, HR Managers, Talent & Development Managers, Business Managers, Mid-level to Senior Suits.p>


    DETAILS

    Date: Thursday 1st March

    Time: 7:30am for 8am start, ends 9am

    Venue: Saatchi & Saatchi, Level 3, 123-125 The Strand, Parnell

    Cost: $85 + GST for Comms Council and ANZA members / $120 + GST for non-members


    Paid parking is in the vicinity - we advise taxi or Uber


    TO REGISTER

    Please provide full name, position, and contact details of attendees- and advise any special dietary requirements.

    Kate Cronin-Smith

    Comms Council Events Coordinator

    Email: kate@commscouncil.nz

    M: 022 176 2997

    P: 09 303 0435

    See Comms Council Terms & Conditions here.

    European Union New Data Laws 2018

    Posted 22 January 2018.

    Is your organisation subject to the EU’s new data laws?

    ​In May 2018 the European Union’s General Data Protection Regulation 2018 (GDPR) will come into force. It has been introduced to:

    • better protect all EU citizens from privacy and data breaches

    • ensure organisations have appropriate processes and procedures in place to manage data privacy

    Fines for non-compliance can be up to 4% of global turnover or 20 million Euros.

    ​​Why is this important to New Zealand organisations?

    The GDPR applies to all organisations (inside and outside the EU) processing the personal data of EU citizens, no matter where they are living.

    Personal data includes any information related to a person that can be used to directly or indirectly identify that person, and includes photos, email addresses, bank details, social media posts, and IP addresses.

    New Zealand organisations impacted by the new regime may need to revisit their current data and privacy policies and processes.


    Resources

    See here for the main elements of the GDPR as they apply to businesses located outside of the EU.

    Whilst it’s unlikely many local agencies will be directly affected, there will be many client organisations that are doing business in the EU and it is useful if agencies therefore have an understanding of the new constraints. In addition, it’s fair to say that the GDPR has been a major focus for agencies across Europe to ensure their systems and processes are compliant.

    Is your organisation subject to the EU’s new data laws?

    Posted 22 January 2018.

    ​In May 2018 the European Union’s General Data Protection Regulation 2018 (GDPR) will come into force. It has been introduced to:

    • better protect all EU citizens from privacy and data breaches

    • ensure organisations have appropriate processes and procedures in place to manage data privacy

    Fines for non-compliance can be up to 4% of global turnover or 20 million Euros.

    ​Why is this important to New Zealand organisations?

    The GDPR applies to all organisations (inside and outside the EU) processing the personal data of EU citizens, no matter where they are living.

    Personal data includes any information related to a person that can be used to directly or indirectly identify that person, and includes photos, email addresses, bank details, social media posts, and IP addresses.

    New Zealand organisations impacted by the new regime may need to revisit their current data and privacy policies and processes.

    Resources

    See here for the main elements of the GDPR as they apply to businesses located outside of the EU.

    Whilst it’s unlikely many local agencies will be directly affected, there will be many client organisations that are doing business in the EU and it is useful if agencies therefore have an understanding of the new constraints. In addition, it’s fair to say that the GDPR has been a major focus for agencies across Europe to ensure their systems and processes are compliant.

    Little Giant

    Posted 17 January 2018.

    2018 Axis Speaks - Sponsored by Getty Images

    Posted 10 January 2018.

    TICKETS ON SALE NOW - PURCHASE HERE

    Introducing the creative event of the year, before the other creative event of the year.

    Come and glean from the Axis 2018 International Judges as they share their wisdom. Followed by a Q&A with the Axis Executive Judges and this year’s convenor.

    Thanks to Getty Images

    This year’s AXIS theme is ‘Respect’, and these ad industry giants have certainly earnt it!

    Read more on them here.

    Duncan Marshall, Creative Partner, Droga5 New York

    Duncan has worked in the advertising industry for over 25 years in London, Sydney, Los Angeles and New York City. He is a founding partner of Droga5.

    Scott Nowell, Chief Creative Officer & Co-Founder, The Monkeys Sydney

    In 2012 Scott, Mark and Justin also started a design company Maud along with David Park. In ten short years they’ve grown from three founders to over 120+ employees and won over 200 creative awards at every major award show.

    Convenor:

    Brigid Alkema, Clemenger BBDO

    Executive Judges:

    Chris Schofield, Shine

    Levi Slavin, Colenso BBDO

    Lisa Fedyszyn, Ogilvy & Mather

    Damon Stapleton, DDB

    DETAILS

    When: Thursday 1st March 2018

    Time: 5.30pm-8.00pm

    Where: Bluestone Room

    Cost:

    Comms Council Members, freelancers, production companies: $60 + GST

    Non-Comms Council Members: $120 + GST

    Tickets include canapes and drinks on arrival.


    PURCHASE TICKETS

    Beacon Awards 2018 Entry Writing Workshop - DOWNLOAD PRESENTATION

    Posted 20 December 2017.

    Your work dazzles, now make sure your entry does too.

    Click here to download the presentation

    How to create an award winning entry …

    This workshop will be facilitated by Andrew Reinholds, OMD and Simon Bird, PHD.

    Date: Tuesday 23rd January 2017

    Venue: NZME, 2 Graham Street, Auckland

    Time: 9.00 am – 10.30 am

    Cost: $30 + GST per person (members)

    $60 + GST per person (non-members)

    BOOKING CLOSED

    Announcing Axis 2018 International Judges

    Posted 7 December 2017.

    Scott Nowell, Chief Creative Officer & Co-Founder, The Monkeys

    ​Scott started The Monkeys with Mark Green and Justin Drape in June 2006.

    In 2012 Scott, Mark and Justin also started design company Maud along with David Park. In ten short years they’ve grown from three founders to over 120+ employees.

    Scott has judged numerous award shows including Cannes Lions, Clio, AWARD, MADC, Caxtons, Cannes Young Lions and has been a keynote speaker at the Caxtons, Semi-Permanent - the world’s biggest design conference - and AWARD.
    The Monkeys have won over 200 creative awards at every major award show.

    Scott has written and directed award winning short films, documentaries, web and television series, including teaming with Andrew Denton’s Zapruder’s Other Films to create, write and produce the critically acclaimed comedy drama :30 Seconds, nominated in the 2010 Logies, the AFI Awards and The Australian Writers Guild Awards. Scott has written and produced long-form brand-funded content for major brands such as Telstra and Ubank, and script edited and produced the ABC Documentary Art Irritates Life on the story of cult art movement and surf brand Mambo.

    Scott is an integral part of the The Monkeys’ success, having helped Australia’s biggest brands grow and succeed with campaigns for the likes of Telstra, Parmalat, Ubank, IGA, Ice Break, Oak, Blackmores and award-winning campaigns for MLA’s Australia Day and diversity work.

    Whilst still only 10 years old, The Monkeys have captured the imagination of the Australian advertising industry. In 2016 they were named Effective Agency of the Year at the Australian Effie Awards and they also picked up the coveted ‘Grand Effie’ for Meat & Livestock Australia’s ‘Operation Boomerang’. The same year they were named Creative Agency of the Year at the Campaign Asia Awards and B&T Advertising Agency of the Year.


    Duncan Marshall, Creative Partner Droga5Duncan has worked in the advertising industry for over 25 years in London, Sydney, Los Angeles and New York City. He is a founding partner of Droga5.

    Over the years he has enjoyed immersing himself in the world of businesses and organisations including Chase, UNICEF, Hennessy, BMW, The British Army, G.E., NSPCC, Toyota, Amnesty International, Puma, The United Nations, Under Armour, Ecko Unltd, and done a few things for Jay Z because, hey, it’s Jay Z.

    Duncan has been awarded at every major industry competition, notably three Titanium Lions over three consecutive years at the Cannes International Advertising Awards.

    He loves great work that works, and, beyond that, hiking and surfing wherever and whenever he can. He can also make the sound of an elevator button, a police siren, a Geiger counter and some early video games – so hit him up if you’re ever in a pinch in an audio-session.

    Beacon Awards 2018 in association with NZME - Call for Entries

    Posted 4 December 2017.

    Click here to download the Call for Entries Document

    ENTER HERE

    Call for Entry closes 4pm 21 February 2018

    Late Entry closes 4pm 23 February 2018

    The following Beacon Award categories are intended as a guide for your campaign submissions. The Beacon Awards Committee reserves the right to re-categorise campaigns and split/redefine categories if entries received in a particular category warrant such action.

    Across all categories, entries will need to demonstrate the development of a media solution to resolve a marketing problem by way of:

    • An entry summary (no score allocated)

    • The insight
    • The strategy
    • The execution
    • The results

    Each category also has its own specific requirements based on that category’s focus. Judges are instructed to evaluate entries against these requirements. Please ensure that your entry is tailored to address the specific requirements of the category it’s entered in and that the correct entry form is used.


    GENERAL CATEGORIES


    NOTE: A campaign can only be entered into one category A to E once, i.e. a campaign cannot, for example, be entered in Category C and Category D. Entries in Category F – Charity can only be entered into Category F. (Multiple category entries outside of categories A – E and F are welcome.)


    A. Social Marketing/Public Service

    This category recognises uses of media that have succeeded in meeting the objectives of government or publicly-funded bodies. Typically these include campaigns from government departments, local bodies, tertiary education institutions or for a community service. The judges will be looking for proof that the media strategy and execution has had an identifiable and direct contribution in achieving set campaign objectives.

    Download Category A Entry Form here.


    B. Retail/Etail
    This category recognises media campaigns in the area of retail/etail. This includes fashion, clothing, accessories and fast food and also incorporates online retail. The judges are looking for proof that the media strategy and execution has had a direct contribution in achieving set retail objectives and that success is not the result of pricing or sale activity.

    Download Category B Entry Form here.


    C. Fast Moving Consumer Goods (FMCG)
    This category recognises media campaigns across the entire spectrum of FMCG. This can include food, grocery, household products, cosmetics, toiletries, alcoholic and non-alcoholic beverages and pet. The judges will be looking for proof that the media strategy has had a direct contribution in achieving set campaign objectives.

    Download Category C Entry Form here.


    D. Consumer Durables
    This category recognises media campaigns that achieve success for products that are not purchased regularly or those that have high involvement decision making. This could include motor vehicles, white goods, brown goods, household furniture and electronic goods. The judges will be looking for proof that the media strategy and execution has had a direct contribution in achieving set campaign objectives.

    Download Category D Entry Form here.


    E. Consumer Services
    This category recognises media campaigns that achieve success for companies whose main focus is providing a service to a consumer. This could include airlines, tourism, energy suppliers, financial services, telecommunications and entertainment (TV, music, movies). The judges will be looking for proof that the media strategy and execution has had a direct contribution in helping achieve set campaign objectives.

    Download Category E Entry Form here.


    F. Charity
    Entries in this category cannot be entered in other categories

    This category is seeking to identify campaigns that make the greatest contribution to support charities, appeals, fundraising or various not-for-profit community programmes. The award may recognise innovation in media thinking but this is not mandatory. The judges will be looking for proof that the media strategy and execution has had a direct contribution in helping achieve set campaign objectives. This category is strictly for not-for-profit organisations only, entries from commercial brands or organisations are not eligible.

    Download Category F Entry Form here.


    G. Best Small Budget (up to $100k per annum)


    This category is open to any campaign with a total combined campaign cost to client of less than $100,000. All entries must prove they are a stand-alone campaign as opposed to a single execution within a larger campaign. The judges will be looking for entries that put the perceived budget constraints behind them to develop brilliant strategic thinking and outstanding activation to deliver results that punched way above the campaign’s weight.

    Download Category G Entry Form here.


    H. Best Use of Event/Activation/Sponsorship
    This category recognises entries that deliver outstanding experiential campaigns via guerrilla marketing, live events, shows, concerts & festivals, experiential events, large and small scale stunts. The event will be physical in its core, but can have virtual elements around it. Judges will be looking for evidence that the event/activation was the central component of the campaign, rather than campaigns with and event/activation component. They will also need to understand what the brand narrative was for people present at the event/activation and how the event/activation was leveraged was leveraged to deliver outstanding campaign results.

    Download Category H Entry Form here.


    I. Best Use of Content


    This category is looking for campaigns that have the use of content at their heart. By going beyond traditional advertising formats to seamlessly integrate into television programming, create branded music projects, use of native advertising such as sponsored stories, featured videos and messages via social media, the content should fit with the brand values, strategy and clearly address the marketing challenge.

    Entries will not be judged on the creative content itself, but on the strategic thinking that led to content being identified as the core communication vehicle. Judges will also be looking to understand how that content was leveraged and developed across paid, owned and earned channels to deliver outstanding campaign results.

    Download Category I Entry Form here.


    J. Best Use of Technology

    This category recognises the importance of technology in driving media innovation. Specifically where technology has driven the development, implementation and outcomes of a campaign or initiative that connected with a target audience. This could include existing technology solutions applied in an innovative way, or the development of proprietary technology solutions. Judges will be looking to understand how the use of technology was innovative or market leading for the client or category, why the technology solution was a good fit for the brand or business problem and how it impacted or connected with the target audience to help achieve business outcomes.

    Download Category J Entry Form here.


    K. Best Use of Mobile
    This category recognises innovative and effective use of the mobile channel. It covers any form of mobile media including mobile advertising, mobile apps, mobile communication (ie SMS), mobile technology (ie Beacon’s, QR codes, Bluetooth), or any other communication that requires a mobile device. Judges will be looking for campaign’s that demonstrate a clear mobile strategy, which identifies why mobile was an effective channel to achieve the client’s objectives, is brilliant in its execution, and delivers demonstrable results.

    Download Category K Entry Form here.


    L. Best Use of Data

    This category recognises media approaches that have been led by a sharp data strategy. Judges will be looking to understand how this leading data strategy drove the media approach, directly impacting on behavioural or business outcomes. Results are worth 35% as this data strategy should be able to attribute its success with proof points such as targeted response, increased engagement, incremental leads, reduction in CPA and/or improved ROI. Judges will also be looking to understand how the use of data was an agency led initiative. This category is not reliant on a specific marketing campaign (it could be a subset or always on) but will still need to contextualise for judges why this approach is award worthy.

    If your data source is proprietary research leading to an insight you may want to consider entering the Best Use of Insight category instead.

    Download Category L Entry Form here.


    M. Best Use of Video
    This category recognises innovative and effective use if video to engage with your target audience. It is not about the content per se, but the strategic approach to how the content was deployed and innovation in the use of technology that created the impact. Judges will also be looking at how the video activity met the campaign objectives and materially drive the commercial result. Campaigns may have appeared on social media platforms, the digital platforms of publishers & media brands, video networks or any other video platform (including TV).

    Download Category M Entry Form here.


    N. Best Use of Social
    This category recognises campaigns that use existing or emerging social platforms and/or social activity including blog, social networking sites and applications. Entries in thi category should use social as the primary channel and demonstrate creative use of social platforms as well as a sound understanding of digital consumer behaviour. Judges will be looking for campaigns that have literally put consumers at the heart to build powerful communication strategies. There will be clear rationale as to why social media was the right response to the clients brief and move beyond metrics of likes or shares to offer compelling proof of the effect social media had on delivering the campaign results.

    Download Category N Entry Form here.


    O. Creative Media Idea
    This category rewards invention or innovation within a channel or property that was driven by consumer, data or brand insight and creative thinking. Judges are looking for ideas that drive tangible benefit to the consumer or to the client’s communications objectives.

    Download Category O Entry Form here.


    P. Best Use of Insight
    This category recognises how the use of insight, analytics or market intelligence has resulted in media campaign and business success. Judges will look for entries that demonstrate how an agency has uncovered an insight, how this insight had shaped the media strategy development and execution and the business success that this has delivered. Sources of insight could vary from proprietary research, to social listening, through to quantitative or qualitative studies. The insight section of the entry will account for 40% of the judges score.

    Download Category P Entry Form here.


    Q. Best Communications Strategy (Note word limit 1,500)
    This category celebrates strategic excellence. Judges are looking for a cohesive communications strategy with a central idea at its heart. It should show a carefully researched and well thought-out action plan designed to meet a clearly defined challenge. This should include novel ways in which media channels have been used, each with a clear link to the strategic idea. The winning entry will also have clearly articulated the insights used to inspire the communications strategy. The strategy section of the entry will account for 40% of the judges score.

    Download Category Q Entry Form here.


    R. Most Effective
    This category recognises meeting a challenge and succeeding. Judges are looking for evidence that the communication drove a positive outcome or exceeded objectives. This could include generating positive business results (e.g. market share, sales value, profit), shifting brand health measures (e.g. consideration, preference, perceptions), or changing people’s behaviour (e.g. buying patterns or social habits). It will focus on effectiveness of a campaign above all other considerations – the results section of the entry will account for 40% of the judge’s score. All entries must include figures showing the campaign’s direct impact on stated objectives (indexes will suffice).

    Download Category R Entry Form here.


    S. Best Launch
    This category recognises brand, service or product launches or re-launches. To be eligible for a re-launch there must have been no significant activity for at least 36 months prior to re-launch. Judges will be looking to understand how the media thinking and launch media activity were key contributors to the campaign’s results and that those results are indeed outstanding within the entrant’s category.

    Download Category S Entry Form here.


    T. Best Collaboration
    This category is open to media owners and agencies and is designed to celebrate the work that is only made possible by the close collaboration of (1) one or more media owner/partner(s) AND (2) one or more media agency/ies and/or other relevant agencies. This category can be entered by either the media owner/partner or agency. The judges will be looking for demonstration of how collaboration has enhanced the result for the client. Entries could be proactive sales proposals or responses to briefs as long as the partners have worked together to execute and enhance.

    Download Category T Entry Form here.


    U. Sustained Success (Note word limit 1,500)

    This category recognises communications and media thinking that has significantly contributed to the overall success of a campaign that has been consistently in market across three years from 1st January 2013. Judges will be looking for demonstration of strategic thinking and how it has ensured the campaign has remained consistent but also up-to-date and relevant. The effectiveness and results achieved should accurately reflect the objectives and media strategy. The judges want to see clarity of thinking, identification and application of insights and innovation. It’s important to remember that a campaign founded on a sound, solid and evolving strategy can be as effective as one containing significant innovation.

    Download Category U Entry Form here.


    V. Media Business of the Year - Entries due 4pm 15 March
    This category recognises the year’s outstanding Media Business. The judges (Comms Council Media Committee) will be looking for the business that has set a clear vision and strategy and then implemented that strategy with success. In this case success will be assessed from a range of perspectives including financial, industry engagement and reputation, audience growth and/or engagement. The Comms Council Media Committee reserves the right to not award in this category if no entry meets the judging standard.

    Completed entry forms for this category must be sent to awards@commscouncil.nz

    Download Category V Entry Form here.


    W. Sales Person/Sales Team of the Year - Entries due 4pm 15 March

    This category recognises excellence within the crucial media owners’ sales function. Open to both individual or team entries. Judges will be looking for evidence of a clear strategic roadmap that allowed for the delivery of outstanding business performance against well-defined KPIs. Examples of innovative campaign case studies and a solution based approach to selling are more likely to resonate with the judges.

    Completed entry forms for this category must be sent to Natasha Galloway at awards@commscouncil.nz

    Download Category W Entry Form here.

    Download the Judging Form here.

    SPECIAL AWARDS

    Advertiser of the Year
    The award will be given to the Advertiser that is the most outstanding performer on the night of the Beacon Awards Ceremony. The award is based on the weighted value of Gold and Silver Beacon Awards won by the Advertiser. 10 points are awarded for Gold and 5 for Silver. A finalist earns 2 points. Points are calculated and the winner is identified.

    Please note: Points will only be awarded for the highest award received. Therefore points for a gold or silver award will not also receive finalist points. Best in Show does not earn points and is not included in the count.


    Media Agency of the Year - Entries due 4pm 22 March
    The award will be given to the Comms Council Agency whose business has made the greatest overall improvements to their business over the past year. It is open to Comms Council member media agencies of any size.

    Entries will be open from Thursday 1 February 2018 with a closing date of 4pm 22nd March 2018. The winner will be chosen by a panel of independent judges to include a range of prominent business people from outside the industry.

    Click here to download the entry form


    Sandy Smith Inspiring Individual Award - Entries due 4pm 15 March

    The “unsung hero” in the company; the person who others find utterly inspiring with their generosity of spirit, their patience, their willingness and eagerness to be involved. The person integral to the company culture and passionate about contributing to the company’s success.


    Best in Show
    All Gold Beacon Award winners will be eligible for the Best in Show. This award is selected by the panel of international judges.

    Augusto

    Posted 28 November 2017.

    The Magic of the Millennial

    Posted 27 November 2017.

    ​By Harriette Hanson, Senior Account Manager, J. Walter Thompson

    ​Millennials (those born between 1980 and 2000), and specifically millennials in the workforce, are an ongoing topic of contention. Being labelled a ‘millennial’ has earned negative connotations, with the stereotype of being entitled, shallow and self-seeking. A millennial myself, I’m puzzled, because when I look around our agency, in which many of the staff fall into this group, I can’t help but notice my millennial peers are quite the opposite.

    The younger members of our particular agency, and the wider advertising and communications industry, in all honesty, are troopers at work. Granted, we’re at a unique time in our lives where we can be a little bit decadent and can focus on ourselves: we’re earning a steady income and many of us are yet to experience life’s major responsibilities of mortgages or children. Because of this, we can head into the office early (no school drop-offs for us!), we can sustain a 12-hour day and we can stay late without the guilt of not being home to cook dinner for the tribe.

    Although the ‘millennial’ label may carry negative associations, ironically, in our industry, it is also a term that crops up increasingly in campaign and brand strategies for clients. For the very reasons I’ve outlined above, millennials are a desirable audience for businesses because of their disposable income and limited responsibilities; but their rapidly shifting brand loyalties and wariness of being ‘sold’ to can make them tricky to engage.

    That’s where the new advertising and communications generation has so much to offer. What we can bring to the table at a time when so many advertisers are chasing the millennial market, is of great benefit. The Commercial Communications Council has recognised the importance of encouraging the next generation, and in doing so future-proofing the industry, and established the First Five Rungs (FFR) team, which I am proud to chair.

    The FFR comprises 10 millennial members, with the aim of inspiring and engaging young members of the advertising and communications industry in the first five years of their new career. We’re here for them because we remember exactly how it felt to step into our first advertising agency and to be so out of our depth in that hectic new world. From ‘Newbie Packs’ to networking events featuring inspirational speakers, the FFR aims to ensure new graduates feel welcomed, inspired and motivated for a long career. We’re also actively involved in the recruitment process, alongside the Comms Council, to ensure a high calibre of newbies entering the industry.

    Agencies and clients benefit from hiring millennial talent as they bring a fresh perspective to their work and clients’ businesses. For clients, having an agency team with millennials in the mix is akin to having insider information. Brands today often struggle to understand younger audiences and to target them correctly – our generation is that audience, so who better to help than them? The new generation of agency faces can tap into personal insights, help to craft an authentic and engaging voice for the brand and act as the filters of this audience. After all, they know themselves better than anyone else.

    As we prepare for 2018, the FFR will increase its work alongside those new to the industry and will put all those who turned the term “millennial” into a negative word to shame, as we continue to show the value of young minds in the industry and future-proof “ad-land” by supporting the next generation.

    2018 Beacon Awards in association with NZME. - Key Dates

    Posted 15 November 2017.

    Key Dates for the 2017 Beacon Awards in association with NZME:

    Call for Entry opens: 7 December 2017

    Entries close: Wednesday 21 February at 4pm

    Entry Writing Workshop: Wednesday 24 January, 9 - 11am

    48hr deadline closes: Friday 23 February at 4pm

    Campaign material due (finalists only): Thursday 5 April

    Media Business of the Year entries open: Thursday 7 December

    Media Business of the Year entries close: Thursday 15 March at 4pm

    Sales Person or Team of the Year entries open: Thursday 7 December

    Sales Person or Team of the Year entries close: Thursday 15 March at 4pm

    Sandy Smith Nominations open: Thursday 7 December 2017

    Sandy Smith Nominations close: Thursday 15 March at 4pm

    Media Agency of the Year entries open: Thursday 7 December

    Media Agency of the Year entries close: Thursday 22 March @ 4pm

    Beacon Awards Show: Thursday 10 May at Viaduct Events Centre

    Axis 2018 - Call for Entry Open Now

    Posted 6 November 2017.

    DOWNLOAD the Category Information

    ENTRIES ARE NOW CLOSED. Some special awards categories are still open. See above Category Information for details.

    Click here for more info on our ​International Judges, Duncan Marshall, Creative Partner Droga5, and Scott Nowell, Chief Creative Officer and Founder The Monkeys, Sydney.

    Convener of Judges for 2018, Brigid Alkema, Executive Creative Director of Clemenger BBDO NZ, says the theme of this year’s awards is ‘Respect’.

    “Every year Axis celebrates what our industry has achieved in the last 365 days. The work that was made and the great minds that rallied together around a relentless belief in the power of creativity. The truly great work we do moves people and business. This work is rare, it’s brave, it’s dignified, it’s powerful. It deserves our respect. That’s what we’ll be showing at Axis 2018,” says Alkema.

    Brigid Alkema is joined by Special Group Managing Partner Michael Redwood as Chair, and on the Axis 2018 Jury, the local Presidents and Executive Judges are Chris Schofield (Executive Creative Director, Shine), Lisa Fedyszyn (Group Creative Director, Ogilvy), Levi Slavin (Chief Creative Officer, Colenso BBDO) and Damon Stapleton (Chief Creative Officer, DDB New Zealand).

    Entry categories for 2018 have been updated to better reflect increasing use of digital. Axis 2018 will also see the introduction of “The Brand Axis” award, recognising a New Zealand business or organisation that has been successfully building and evolving its brand for the last decade. This new award aligns with the industry focus on the importance of long term brand building as a driver of commercial or social success.

    Commercial Communications Council CEO, Paul Head, says Axis 2018 is about highlighting an increasingly crucial aspect of the industry’s work. “Commercial creativity is more important than ever before. Great ideas that engage consumers emotionally, make them look at their world differently and ultimately change behaviours are what our clients should be demanding from us. So, the craft of creativity, engaging and entertaining audiences and building brands must remain at the core of what we do as an industry. And that’s why Axis is so important; It celebrates the work that has innovated, inspired and engaged.”


    Axis Awards 2018 – Key Dates

    Call for Entries goes live: Thursday, 9th November 2017

    Entries close: Tuesday, 23rd January 2018 at 4pm

    Late entry deadline closes: Thursday, 25th January 2018 at 4pm

    Hard copy material deadline: Friday, 2nd February 2018

    Finalists announced: Wednesday, 21st February 2018

    Tickets on sale: Tuesday, 20th February 2018

    Axis Speaks: Thursday, 1st March 2018

    Awards Show: Thursday, 8th March 2018

    Widespread support for diversity but gaps in formal policies and programmes to drive better outcomes

    Posted 1 November 2017.

    - The Commercial Communications Council sets target for all members to have diversity policy and plan in place by the end of 2018 -

    ​Despite widespread support for diversity and inclusiveness in the advertising and communications industry, there is a gap when it comes to formal policies and programmes, according to research undertaken by The Commercial Communications Council.

    The voluntary survey of Comms Council members was undertaken to better understand the current state of diversity in the industry, provide a benchmark and identify where The Comms Council can take a leadership role and provide support to members.

    The survey found that more than nine out of ten respondents believe in the benefits of a diverse and inclusive workplace. However, less than a quarter (24%) were aware of their organisation having any diversity policies, programmes or initiatives. This lack of awareness extends to senior levels, with half stating they had no formal policy, programme or initiatives relating to diversity and inclusion.

    “We know that our members want to do better in the area of diversity and inclusion, yet many aren’t sure about the best way to go about it. Like any area of business, if you want to do better you need to have a plan. Formal diversity policies and programmes provide a framework and help guide behaviours and measure outcomes,” said Paul Head, Comms Council CEO.

    In response to the survey, The Comms Council has identified three key objectives:

    1. Increasing awareness of the benefits of Diversity & Inclusiveness in the communications industry workplace through Board engagement, Diversity Works New Zealand engagement, awareness of training options and a 12-month communications plan;
    2. For every Comms Council member agency to have a D&I best practice policy in place by December 2018, through engagement with HR leaders and practical support through workshops;
    3. Assisting with the development of a more diverse talent pool through engagement at both high school and tertiary level.

    As a first step, The Comms Council will develop a Best-Practice Diversity & Inclusion Policy Guide for members to help turn support into action that encourages greater diversity within the industry.

    “We support a best-practice, action-based, measurable approach to D&I to effect positive change. We know that having a formal diversity policy or programme in place will not transform our industry overnight, but it’s an important first step. It shows that an organisation is serious about raising levels of diversity, is committed and is prepared to take action so that the agencies of the future more closely reflect the communities we are part of,” said Megan Clark, Comms Council Inclusiveness & Diversity Council Chair.

    “At a minimum we want all of our member agencies to have a formal diversity policy and plan in place by the end of 2018. We believe this is an important and achievable goal and are committed to supporting our members to make this happen,” she added.

    The Commercial Communications Council will be hosting a policy workshop for HR leaders and HR champions within agencies in the first quarter of 2018. This practical workshop will feature a guest speaker, outline the impact of diversity commercially, provide a suite of useful tools and suggest how to promote diversity and implement policies and tools to improve in this area.

    Summary of research findings

    • The majority (70%) of respondents felt that their place of work was diverse, yet perceptions of the diversity of their leadership team and the industry as a whole were much lower.
    • Of the CEOs and Managing Directors who participated in the survey, 63% were male, and 37% were female. Those in senior leadership roles were overwhelmingly of European ethnicity. About half the agencies surveyed had individuals of non-European ethnicity in their senior leadership teams; two had individuals of non-European ethnicity as Managing Director or CEO.
    • Gender splits varied significantly by discipline/department. Creative/design was the most male skewed 58% male/39%, HR/Admin was the most female skewed.
    • The advertising and communications agencies surveyed were significantly younger than the total working population as a whole; 61% were under 35 versus 27% in the total NZ working age population. Whereas 23% of the working age population is 50-64, only 6% of those sampled fell into this age group.
    • There are more of European ethnicity in the industry compared to the general working population (87% versus 73%). One in ten respondents were of Asian ethnicity (versus 13% of NZ working age population). Pasifika peoples accounted for 3% versus 6% of working age population, while Māori were the most under represented, accounting for 4% versus 13% in the working age population.
    • Proportions of LBGQT people within the industry mirrored those in the population as a whole, and similarly for different religious beliefs.
    • There appeared to be very low representation of people with disabilities or special needs with 1% of respondents having a disability or special need of some kind.


    “Feedback to the survey suggests that many are still thinking about diversity in terms of gender, but it’s broader than this. Truly diverse and inclusive leadership takes into account age, ethnicity and gender.”
    “This is more than a feel-good initiative. The benefits of achieving greater diversity for our people, industry and clients are irrefutable. Greater diversity provides access to broader talent delivering creative advantage, greater innovation, improved decision-making and higher commercial returns,” Paul Head, Comms Council CEO.

    Comms Council target for all members to have diversity policy and plan in place by the end of 2018

    Posted 31 October 2017.

    Thanks to all of our members who participated in the recent Diversity & Inclusion Survey. We were heartened by the response from members and the results have provided useful insights into the current state of diversity within the industry and a baseline to progress from.

    Widespread support, but lack of D&I policies & programmes in place

    The research highlights widespread support for diversity and inclusiveness, however there is a gap when it comes to formal policies and programmes. Nine out of ten respondents believe in the benefits of a diverse and inclusive workplace. However, less than a quarter (24%) were aware of their organisation having any diversity policies, programmes or initiatives. This lack of awareness extends to senior levels, with half stating they had no formal policy, programme or initiatives relating to diversity and inclusion.

    In response to the survey, the Comms Council has identified three key objectives:

    1. Increase awareness of the benefits of Diversity & Inclusiveness in the communications industry workplace, through Board engagement, DWNZ engagement, awareness of training options and a 12-month communications plan;
    2. For every Comms Council member agency to have a D&I best practice policy in place by December 2018, through engagement with HR leaders and practical support through workshops;
    3. Assist with the development of a more diverse talent pool through engagement at both High School and Tertiary level

    We know that our members want to do better in the area of diversity and inclusion, yet many aren’t sure about the best way to go about it. Like any area of business, if you want to do better you need to have a plan. Formal diversity policies and programmes provide a framework and help guide behaviours and measure outcomes and that’s why The Comms Council is issuing the challenge for all member agencies to have a D&I best-practice policy in place by December 2018.

    We believe this is an important and achievable goal and are committed to supporting our members to make this happen. We support a best-practice, action-based, measurable approach to D&I to effect positive change.

    Comms Council’s best-practice D&I policy guide and policy workshop

    The Comms Council will develop a Best-Practice Diversity & Inclusion Policy Guide for members to help turn support into action that encourages greater diversity within the industry.

    We will also be hosting a policy workshop for HR leaders and HR champions within agencies in the first quarter of 2018. This practical workshop will feature a guest speaker, outline the impact of diversity commercially, provide a suite of useful tools and suggest how to promote diversity and implement policies and tools to improve in this area. If you are interested in this event, please pre-register your interest with Katie Ward at office@commscouncil.nz

    Summary of research findings

    Feedback suggests that many are thinking about diversity in terms of gender, but it’s broader than this. Truly diverse and inclusive leadership takes into account age, ethnicity and gender.

    • The majority (70%) of respondents felt that their place of work was diverse, yet perceptions of the diversity of their leadership team and the industry as a whole were much lower.
    • Of the CEOs and Managing Directors who participated in the survey, 63% were male, and 37% were female. Those in senior leadership roles were overwhelmingly of European ethnicity. About half the agencies surveyed had individuals of non-European ethnicity in their senior leadership teams; two had individuals of non-European ethnicity as Managing Director or CEO.
    • Gender splits varied significantly by discipline/department. Creative/design was the most male skewed 58% male/39%, HR/Admin was the most female skewed.
    • The advertising and communications agencies surveyed were significantly younger than the total working population as a whole; 61% were under 35 versus 27% in the total NZ working age population. Whereas 23% of the working age population is 50-64, only 6% of those sampled fell into this age group.
    • There are more of European ethnicity in the industry compared to the general working population (87% versus 73%). One in ten respondents were of Asian ethnicity (versus 13% of NZ working age population). Pasifika peoples accounted for 3% versus 6% of working age population, while Māori were the most under represented, accounting for 4% versus 13% in the working age population.
    • Proportions of LBGQT people within the industry mirrored those in the population as a whole, and similarly for different religious beliefs.
    • There appeared to be very low representation of people with disabilities or special needs with 1% of respondents having a disability or special need of some kind.

    The benefits of achieving greater diversity for our people, industry and clients are irrefutable. Greater diversity provides access to broader talent delivering creative advantage, greater innovation, improved decision-making and higher commercial returns.

    We know that we won’t transform our industry overnight, but are committed to doing what we can to help our members improve one step at a time in this important area.

    2018 Comms Council Industry Development & Event Calendar

    Posted 31 October 2017.

    The Comms Council is proud to offer a full range of courses, seminars and events for the coming year. Details can be viewed throughout this website or download the calendar here.

    2017 Effie Awards in association with TVNZ: GOLD papers

    Posted 30 October 2017.

    International Judge, Chris Baker explains below why these entries deserved to win gold. Download the papers below!

    ​Testicular Cancer New Zealand & FCB New Zealand - Go Balls Out

    VIEW PAPER

    Charity / Not for Profit

    Limited Budget: less than $100,000 - Sponsored by The Radio Bureau

    Most Effective Social Campaign

    Fire and Emergency New Zealand & FCB New Zealand - Escape My House

    VIEW PAPER

    Social Marketing / Public Service

    Most Effective Integrated Campaign - Sponsored by NZME

    Most Effective Use of Digital Technology - Sponsored by NZME

    Best Strategic Thinking - Sponsored by Nielsen

    Most Progressive Campaign

    Amplifon - Bay Audiology & Saatchi & Saatchi - The Emotional Hearing Test

    VIEW PAPER

    Consumer Durables

    Best Strategic Thinking - Sponsored by Nielsen

    Most Progressive Campaign - Sponsored by Adshel

    Mercury & FCB New Zealand - Energy Made Wonderful

    VIEW PAPER

    Consumer Services

    Most Effective Integrated Campaign - Sponsored by NZME

    Best Strategic Thinking - Sponsored by Nielsen

    Mars NZ & Colenso BBDO - Child Replacement Programme

    VIEW PAPER

    Most Effective Integrated Campaign - Sponsored by NZME

    DB Breweries & Colenso BBDO - Beer Bottle Sand

    VIEW PAPER

    Most Effective PR/Experiential Campaign

    Lion & DDB - The other side of Steinlager

    VIEW PAPER

    Best Strategic Thinking - Sponsored by Nielsen

    Maritime New Zealand & FCB New Zealand - Nudging Towards a New Normal

    VIEW PAPER

    Sustained Success - Sponsored by Bauer Media Group

    Lion & DDB - The other side of Steinlager

    Hardest Challenge

    Don’t be a Jekyll and Hyde brand

    Posted 26 October 2017.

    ​By Jacquie Bennett, Group Head of Strategy, Dentsu Aegis Network

    ​Imagine if one of your mates started behaving differently towards you, in different situations. At work, he avoids you. At the bar, he loves you. At home, he ignores you. At dinner, he only talks to your wife. At the gym, he wants to be your best mate. You would think that he had serious problems.

    Now, imagine that your friend is a brand and each of the situations above is a media channel. Work is LinkedIn, the bar is Snapchat, at home is television, at dinner is Facebook and the gym is Spotify. This brand has changed its personality, messaging, tone and behaviour to suit the media environment and suddenly you don’t know who he is or what he’s going to do next – and you sure as heck don’t trust him. Unfortunately, too many brands today end up acting like Jekyll and Hyde as they struggle with the demands of multiple channels.

    This wouldn’t have been an issue ten years ago, when the humble media plan consisted of only three channels. But these days, most media plans have up to ten channels and a third of them are social media. The way a brand communicates in social media is a totally different ball game because, unlike traditional media, it’s a two-way street where consumers can talk back and expect an “on-brand” response. Social media, therefore, requires a carefully crafted bespoke strategy and often this strategy stands alone, separate from other communication.

    This doesn’t sound so bad. But when you overlay the dynamics of a segmented marketing department, the numerous agencies that can be responsible for a brand, and the different performance metrics for each channel, it can present a real challenge. A challenge where multiple brand personalities start to arise, each with its own agenda.

    The goal for brands must be to stay consistent in this increasingly challenging environment. For a real-life example of a brand that does this well, look at Air New Zealand’s social pages, website, communication touchpoints and in-flight experience. In fact, they just won a Best Award for their excellence in brand effectiveness.

    Establishing clear brand guidelines is a crucial first step and should include a definition of what the brand stands for, its purpose, values, visual assets, brand personality and tone of voice. These guidelines shouldn’t sit in a bottom drawer, they should sit on everyone’s desk, from staff internally to partners externally.

    Writing a brand manifesto is an excellent way of articulating what a brand stands for, its tone, and how it behaves. The best manifestos have the power to rally an entire business, and are often consumer-facing; clearly defining to consumers what the brand stands for. Some of the best advertising campaigns are born from manifestos including the classic Apple ‘Crazy Ones’ campaign from 1984. (check it out at https://www.youtube.com/watch?v=cFEarBzelBs)

    Define the brand’s distinctive assets. According to Professor Byron Sharp, author of the now legendary marketing tome How Brands Grow, brands should seek to develop distinctiveness rather than differentiation. Being distinctive is about being easily identifiable, an important quality in today’s complex communication landscape. What qualities of the brand help consumers notice, recognise and recall it? Once these elements are identified, they can be built on and reinforced to make the brand more impactful to consumers, regardless of its environment.

    Develop a channel roadmap for the brand that includes all bought, owned and earned touchpoints. Articulate the role of each channel, how they work together, and how the channels are building the entire brand narrative.

    Responsibility for brand consistency should be assigned to an individual or team. It could be someone in the marketing department or someone from an agency. This individual or team becomes the guardian of the brand narrative, co-ordinating every channel to ensure they are working together and in isolation.

    These are the steps to curing brand schizophrenia. But the most crucial is to clearly define the core elements that make up your brand. If you’re not clear on this, how can the consumer be?

    Winners of the 2017 Effie Awards in association with TVNZ

    Posted 19 October 2017.

    ​Congratulations to all the finalists and winners!

    View the winners list here.

    ​SPECIAL AWARDS

    Hardest Challenge: Lion & DDB, The Other Side of Steinlager

    Marketer of the Year: Craig Baldie, Lion

    Most Effective Client of the Year: Fire and Emergency New Zealand

    Most Effective Agency of the Year: FCB New Zealand

    Grand Effie: Mercury & FCB New Zealand, Energy Made Wonderful

    Thank you to our sponsors: TVNZ, NZME, Nielsen, Adshel, The Radio Bureau, Bauer Media, Soar Print

    HARDEST CHALLENGE: Lion & DDB, The Other Side of Steinlager
    HARDEST CHALLENGE: Lion & DDB, The Other Side of Steinlager
    MARKETER OF THE YEAR: Craig Baldie, Lion
    MARKETER OF THE YEAR: Craig Baldie, Lion

    CLIENT OF THE YEAR: Fire and Emergency New Zealand
    CLIENT OF THE YEAR: Fire and Emergency New Zealand

    AGENCY OF THE YEAR: FCB
    AGENCY OF THE YEAR: FCB


    GRAND EFFIE: Mercury & FCB New Zealand, Energy Made Wonderful
    GRAND EFFIE: Mercury & FCB New Zealand, Energy Made Wonderful



    Ignore the rules at your own risk: Health & Safety Seminar

    Posted 19 October 2017.

    ​​Essential Health & Safety update for all event organisers.

    As the experiential channel continues to grow it has become increasingly important for brand events and activations to not only deliver compelling and effective experiences, but to do them safely and within health and safety requirements.

    Recent changes to NZ’s health and safety legislation have also put a focus on events and activations compliance of the new codes of conduct, with many operators unsure of the implications of these changes and how they affect the production of experiential activations and its relation to consumers and participants.

    In order to bridge the knowledge gap with the busy spring and summer activation period upon us, the Comms Council PR, Social and Experiential Committee will be running a free breakfast seminar focusing on the specific health and safety requirements of experiential activations.


    What will be covered?

    • Discussion on the changes to the legislation and how it relates to activations from a legal standpoint

    • Showcase best practice from an event or site owners perspective

    • Hear from the production industry on how they keep health and safety as a priority

    • How to manage events safely.


    Speakers include:

    • Sarah-Lee Stead - Senior Associate Kensington Swan, who will talk to the legal requirements of the new H&S legislation

    • Greg Skinner - Director at Rollercoaster and Event Safe

    • Ray Calcutt - Senior Health and Safety Advisor, Events at Regional Facilities Auckland who will be showcasing best practice from their perspective


    Who is it for?

    This update is for those that are responsible for the health and safety of people who work for you (including volunteers), your attendees (whether public, or invited guests) and contractors at your events.


    Details:

    Date: Thursday, 9 November 2017

    Time: 7.30am for a light breakfast (croissants, fruit, plus tea & coffee). 8am start and 9am conclusion

    Venue: Kensington Swan offices, 18 Viaduct Harbour Ave, Auckland, 1010

    Cost: Free to all Comms Council members or EMANZ members / $50 (plus GST) for other interested parties.

    Confirm your place by Tuesday, 2 November 2017.

    RSVP: by 2 November Please provide full name, position, and contact details of attendees - and advise any special dietary requirements to:

    Katie Ward, Comms Council Events Coordinator

    E: office@commscouncil.nz

    M: +64 22 176 2997

    P: +64 9 303 0435

    Agencies/clients will be invoiced by the Commercial Communications Council under normal terms of trade.

    See full T&Cs here.

    For more information please contact Marlen Smith, Comms Council Industry Development Manager

    P: 021 272 9998

    We gratefully acknowledge Health & Safety Partner Grant Nicholson and Kensington Swan for their support.

    Bridging marketing to the new age of advertising

    Posted 12 October 2017.

    ​By Ben Goodale, Managing Director, justONE

    It’s been a season of conferences, and one of the topics of rumination has been the role of agencies. I was fortunate enough to attend the Media and Marketing Summit in Melbourne recently, and of course Auckland saw the Direct Marketing Conference last month.

    Both included some quite strident opinion, which is always good to get the blood flowing. For example, in Melbourne we saw panels debate the evolution of agencies to meet the digital age, but also harking back to one of the fundamental offerings of agencies which, of course, is great creative work – and increasingly important in an age where there is so much fragmentation and where creative cut-through will elevate brands from the sea of sameness.

    This was a fascinating counterpoint to the DM Conference in Auckland where one speaker claimed (possibly to gasps of horror in the audience) that maybe agencies wouldn’t be needed soon, as they could do everything in-house themselves. Clearly, this speaker hadn’t got the memo about the value of creative excellence or was under the impression that the great creatives of the age want to work for them in-house.

    What was amusing was that this latter point was (to adopt an old Glasgow phrase) the “talk o’ the steamie” during the lunch break. Most opinion seemed to be that the speaker was hopelessly naïve, whilst doubtless some were eagerly rubbing their hands thinking how much they could save on agency fees in the future.

    But in Melbourne the conversation was very different. The really interesting (and interlinked) theme of the Summit was the changing face of the agency model, or more specifically, the now popular notion that ‘specialist agencies are back’. Whilst this concept isn’t new (as the best agencies are usually consultancies too), various CMOs and agency heads discussed how new ways of thinking are forcing the traditional agency to evolve, and how that’s a good and exciting thing.

    For example, nowadays, the role of a media agency is no longer just buying media; a creative agency can somehow easily morph into a media agency, and a media agency can become a digital shop. The list goes on (and on).

    So, is this the new agency model as we know it? Do communications and advertising businesses need to become more specialised in order to compete on an expertise level? Are we entering an age of consultancy ‘fiefdoms’? And, let’s face it, does this feel like groundhog day?

    We’re seeing some significant client shifts in the media, advertising, and marketing landscape here in New Zealand, but none showing a clear pattern. One minute a major financial services organisation opts for an agency specialist model, the next, a telco for a solo agency relationship.

    What isn’t happening is opting for no agency. Clearly, New Zealand’s leading marketers deeply value the expertise that the right agency (or agencies) can bring to their business.

    One area where agencies can help, other than creative, is with the complicated stuff. For instance, the growth in digital channels and big data (another big buzzword bandied around at the Summit), is starting to disrupt the way businesses deliver marketing messages, with technology allowing engagement at a much greater scale.

    That said, marketers’ excitement about this tends to massively overreach the capability for their systems and internal teams to deliver on it; it’s one area where agencies can be useful to plug those gaps and deliver ‘instant’ solutions while organisations build internal capability.

    With data analysis and insight being the next frontier for most businesses, agencies and organisations across all industries will no doubt be looking to beef up their data-driven strategic capabilities, investing in talent to better service this skillset. It reinforces the fact that as we push forward into the digital realm, specific expertise in technical and analytical knowledge will continue to alter the nature of marketing agencies for years to come.

    This is exciting because this new age of advertising allows us to fundamentally deliver CRM at scale – if not immediately for everyone, then certainly over the next wee while. We welcome the future and see the value of agencies having a significant lifespan – helping bridge New Zealand organisations to the new age.

    Mark Ritson Presentation - DOWNLOAD

    Posted 10 October 2017.

    Mark Ritson, Branding Professor and Marketing Consultant delivered a presentation on Tuesday 31st October

    DOWNLOAD THE PRESENTATION

    With his marketing expertise and his brutally honest style, this session with Mark Ritson is sure to leave you thinking differently. He’ll explain what has changed in the last decade and what you need to do about it now.

    WHAT’S COVERED

    In this applied and wide-ranging talk, Associate Professor Mark Ritson from Melbourne Business School, looked at the massive changes in marketing communications that have occurred in the past decade.

    Ritson was recently rated as “the World’s best marketing commentator” by Mumbrella for his recent columns on the state of marketing and branding, and in this session we found out why. He looked at the various fates of newspapers, TV, outdoor and digitial media and reviewed the current state of the market.

    He used this assessment to make some bold predictions for the coming decade in marketing communications.

    Inclusiveness & Diversity

    Posted 10 October 2017.

    2017 Finalists Announced for The Effie Awards in Association with TVNZ!

    Posted 29 September 2017.

    The biggest night on the New Zealand advertising industry calendar is fast approaching, with finalists in the 2017 NZ Effie Awards announced today.

    Organised by the Commercial Communications Council with key partner TVNZ, the 2017 NZ Effie Awards will be presented at a glittering ceremony at The Langham, Auckland on October 19th

    This year Effies is bringing attention to long term success; campaigns that have gone beyond short term returns and created genuine lasting change for an organisation. As part of this, the eligible entry dates for Effies has been extended backwards in order to create a more open window of eligibility for these long-term success stories. The intention of these new dates is to allow long term campaigns from the last 2 years an opportunity to demonstrate their success across a longer period of time than previously available.

    A panel of 150 expert industry judges in Auckland and Wellington assessed entries in two rounds to select just under 100 finalists across 17 categories. (See finalist list attached). Selections have also been made for the paper that deserves title of ‘The Hardest Challenge’ which will be announced on awards evening.

    All Gold Effie category winners will also be eligible for the Grand Effie®, which is awarded to the campaign that achieved the most extraordinary commercial result for its client. The winner will also receive $100,000 in TVNZ airtime, thanks to sponsor TVNZ*.

    This year’s executive judging panel includes internationally recognised strategic planner, Chris Baker, from the UK, founder of Bacon Strategy & Research Limited, a consultancy that brings fresh thinking, solutions and ways of working to brands, businesses and marketing communications. He has over 40 year’s experience working with brands and communications, with particular expertise in the area of communications effectiveness evaluation. While in New Zealand, he will be running a half day Planning for Effectiveness workshop on the morning of 12th October. He will also be delivering a keynote address at the Annual Effectiveness Function the same evening.

    Tickets for the 2017 NZ Effie Awards, in association with TVNZ, can be booked through Eventfinda here.

    Comms Council also thank commercial partner NZME, and sponsors Nielsen, Bauer, The Radio Bureau, Adshel and SOAR Print for making the 2017 Effie Awards possible.


    For more information, please contact:

    Natasha Galloway, Sponsorship and Events Director

    P: 09 303 0435

    E: natasha@commscouncil.nz

    * Terms and conditions apply

    Ticket sales for the 2017 NZ Effie Awards Gala Dinner now open

    Navigating the Agency Selection Process

    Posted 25 September 2017.

    ​The Association of New Zealand Advertisers (ANZA) and the Commercial Communications Council saw a clear need to help shape the thinking and approach to the agency selection process. The way things have been traditionally done means that the selection processes are inefficient, even poorly managed. This has huge risks of poor outcomes and simply adds cost to agencies and to the clients of those agencies.

    With this in mind ANZA and the Comms Council came together to work collaboratively, along with input from clients and agencies, to create a best practice guide to help ease the process, tailored to the New Zealand market.

    There have been risks and challenges on both sides with advertisers appointing a new agency, whether the process involved going to a full pitch or one of the many alternatives. Agencies have found themselves in a costly business where resources are swallowed up with no guaranteed outcomes. While clients can be left with work not meeting expectations, difficulty managing multiple agency relationships and potentially the need to go through the whole process again in short order if they get it wrong. This is not only disruptive to both sides, but is slows down marketing momentum.

    “The risks of choosing the wrong service model or not securing the right partner can be very costly. ANZA encourages advertisers to use this guide whenever they are reviewing agency partners or considering a selection process.” Lindsay Mouat, CEO ANZA

    This Code of Best Practice is designed to help companies select the right partner for their organisation. The document is a cooperative effort to help clients navigate the complexities inherent in appointing agency partners and to improve the outcomes of the new business process for both clients and agencies.

    “We believe that a positive selection process should be the foundation for a strong and mutually rewarding long term relationship but there is a need and an opportunity for new thinking to make the process more effective and efficient for all involved.” Paul Head, CEO Comms Council

    The guide provides a set of operating principles for managing a business review along with useful information on what’s happening in the market, the various partnership models available and some tips on agency remuneration. It’s designed to cover all types of agencies from creative and media to experiential, digital, PR and other. The joint hope is that the members of ANZA and the Commercial Communications Council will accept this as not just a guide to best practice, but use it as a starting point for all new business discussions.

    Download the code of best practice here

    Effectiveness Workshop 2017 with Chris Baker Effies International Judge

    Posted 20 September 2017.

    It’s time to burst the bubbles.


    REGISTER NOW - email kate@commscouncil.nz

    This year’s international Effie Awards Judge, Chris Baker, will be in Auckland for the first time prior to the big night and is running a half day effectiveness workshop.

    Chris has been in the industry for over 35 years. Along the way he’s honed his planning effectiveness skills and is exceptional at his craft. In this interactive workshop he will share some of the lessons, techniques and tools learned. You will definitely leave with new knowledge to support you in your role.


    Who should attend?

    The workshop is designed for people that want to understand how they can add value to their client relationships and want to deliver strategic direction and business value. You will learn how to engage with a client’s broader commercial and brand agenda, to understand and help shape ‘the brief behind the brief’.

    You’ll typically know the importance of a great strategy, thinking and the development of great work. However, this is all academic if you don’t win the pitch, get the client to share ownership of the strategy and the solution, engage the business beyond the person who briefed you, and then learn from the outcomes.


    What’s covered?

    • ‘Winning Friends and influencing People’ – engagement principles to grow broader strategic understanding and influence, and democratize strategy development.

    • Objective-setting and the foundations of effectiveness measurement – ensure Communications objectives sit clearly in the context of Business (commercial) and Marketing (behavioral) objectives.

    • The Brand as the overall organizing principle – put ideas and short-term activations in their place, avoid the danger of brand fragmentation; create the conditions for sustainable growth.

    • Brand Archetypes and how to use them – a top tool for Planners and client engagement.

    • Behavior Change Models – practical tools to broaden the agency role and value.

    • Psychology Maps (Category and Consumer Segment) – quick ways of creating strategic understanding and alignment.

    Book now as spaces are limited.

    Details:

    Date: Thursday, 12 October 2017

    Time: 8.30am registration. Refreshments available upon arrival with a morning tea break.

    8.45am -1pm workshop.

    Venue: NZME. 2 Graham Street, Auckland 1010, Auckland

    Paid Parking in the vicinity but we strongly recommend using taxi services

    Cost: $395 +GST p/p for Comms Council Members & ANZA Members

    Non – members $895.00 + GST

    Register by Wednesday, 4 October 2017 – via email kate@commscouncil.nz

    Please provide full name, position, and contact details of attendees - and advise any special dietary requirements to:

    Kate Cronin-Smith, Comms Council Events Coordinator

    E: kate@commscouncil.nz

    M: +64 22 176 2997

    P: +64 9 303 0435

    Agencies/clients will be invoiced by the Commercial Communications Council under normal terms of trade.

    See full T&Cs here

    For more information please contact Marlen Smith, Comms Council Industry Development Manager

    P: 021 272 9998

    Navigating the Agency Selection Process

    Posted 20 September 2017.

    ​The Association of New Zealand Advertisers (ANZA) and the Commercial Communications Council saw a clear need to help shape the thinking and approach to the agency selection process. The way things have been traditionally done means that the selection processes are inefficient, even poorly managed. This has huge risks of poor outcomes and simply adds cost to agencies and to the clients of those agencies.

    With this in mind ANZA and the Comms Council came together to work collaboratively, along with input from clients and agencies, to create a best practice guide to help ease the process, tailored to the New Zealand market.

    There have been risks and challenges on both sides with advertisers appointing a new agency, whether the process involved going to a full pitch or one of the many alternatives. Agencies have found themselves in a costly business where resources are swallowed up with no guaranteed outcomes. While clients can be left with work not meeting expectations, difficulty managing multiple agency relationships and potentially the need to go through the whole process again in short order if they get it wrong. This is not only disruptive to both sides, but is slows down marketing momentum.

    “The risks of choosing the wrong service model or not securing the right partner can be very costly. ANZA encourages advertisers to use this guide whenever they are reviewing agency partners or considering a selection process.” Lindsay Mouat, CEO ANZA

    This Code of Best Practice is designed to help companies select the right partner for their organisation. The document is a cooperative effort to help clients navigate the complexities inherent in appointing agency partners and to improve the outcomes of the new business process for both clients and agencies.

    “We believe that a positive selection process should be the foundation for a strong and mutually rewarding long term relationship but there is a need and an opportunity for new thinking to make the process more effective and efficient for all involved.” Paul Head, CEO Comms Council

    The guide provides a set of operating principles for managing a business review along with useful information on what’s happening in the market, the various partnership models available and some tips on agency remuneration. It’s designed to cover all types of agencies from creative and media to experiential, digital, PR and other. The joint hope is that the members of ANZA and the Commercial Communications Council will accept this as not just a guide to best practice, but use it as a starting point for all new business discussions.

    Download the code of best practice here

    2017 Effie awards in association with TVNZ Gala Dinner

    Posted 20 September 2017.

    ​Celebrate the winners of the New Zealand Effie Awards in association with TVNZ.

    Date: Thursday 19th October

    Pre-dinner drinks: 6.30pm

    Show starts: 7.30pm

    Venue: The Great Room, Langham Hotel Auckland

    Cost:

    Member Single Ticket : $250.00

    Member Table Package : $2,400.00

    Non-Member Single Ticket : $375.00

    Non-Member Table Package : $3,600.00

    Thank you to our sponsors TVNZ, NZME, Nielsen, Bauer, Adshel, The Radio Bureau and Soar Print.

    Time to get out of the weeds

    Posted 19 September 2017.

    By Paul Head, CEO Commercial Communications Council

    ​In an interview published in Marketing Week very recently, internationally renowned marketing professor Mark Ritson was asked what he believes are the biggest challenges facing marketers.

    His response: ‘tactification’. “We are obsessed with execution and specifically communication,” said Ritson. “Too many marketers are not just strategically negligent, they don’t know the difference between tactical execution and strategic planning.”

    I think he’s right. We’ve got lost in the weeds; too many of us are focused on short-termism, campaign optimisation and ROI. And while this all matters (probably) and makes for an easier conversation with the CFO when it comes to reporting time, it’s not particularly strategic. This is true whether you sit in a marketing department, an agency or somewhere else in the marketing value chain.

    And it results from constant pressure on marketing departments and agencies alike to be “more efficient” rather than more effective. This creates a situation where marketers are focused on the too-near term in their businesses, instead of building powerful brands that can command a premium, maintain loyal customers, attract new ones and grow the business bottom-line in the long term.

    For many businesses, brand is the most valuable asset they have, whether it’s on the balance sheet or not. Yet it is very often managed and invested in on a short-term time horizon. This is counter-intuitive and in direct contrast to how businesses plan investment and capital expenditure when it comes to their other assets. Building a new distribution centre is something that is planned carefully, funds are set aside, protected and the asset is invested in on an ongoing basis. Whilst this may seem like a simplistic analysis, I believe the principle is valid. All too often we fail to treat brand the way we do other significant assets in our businesses.

    As marketers, we need to challenge this paradigm, but in a data-driven and rational marketing world it takes bravery to do so.

    The good news is that there is a rapidly growing body of evidence from leading marketing experts such as Peter Field, Les Binet and others that a focus on short-term tactical is not only short-sighted, it’s also doing harm to brands and business profitability. Peter Field’s work clearly demonstrates that the focus on short-term tactical campaigns, driven by digital over the past decade, has actually had the effect of making campaigns less effective and eroded profitability for businesses. By contrast, businesses that invest in long-term brand building are significantly more likely to grow overall profitability (as opposed to campaign ROI) than those that don’t.

    Based on thousands of international marketing case studies, Field’s latest work suggests that an ideal mix might be to spend 60% of budget on long-term brand building and 40% on tactics and activation. Whether the ratio is exactly right for every business is questionable, but the evidence for a much stronger focus on brand building is becoming compelling.

    Our challenge as marketers is to get out of the weeds and start to think strategically again. These could well be challenging and uncomfortable conversations to have with your CEO or CFO but we’re seeing evidence of this globally, with multi-nationals like P&G stating publicly that they over-targeted and plan to invest more in brand building. When the world’s leading marketing organisation admits that it got it wrong, it’s time for us all to sit up and take notice. Local marketers who lead the charge in this will reap the benefits of first mover advantage.

    The Effectiveness Function 2017 in association with TVNZ

    Posted 12 September 2017.

    The Comms Council in association with TVNZ, is delighted to present this year’s International Effie’s Judge, Chris Baker at the Effectiveness Function on Thursday 12th October, at TVNZ.

    BOOKINGS ESSENTIAL: email office@commscouncil.nz

    Chris Baker is the founder of Bacon Strategy & Research Limited UK, a consultancy that brings fresh thinking, solutions and ways of working to brands, businesses and marketing communications. He helped pioneer thinking on the ‘longer and broader’ effects of advertising, and has written, judged and mentored on hundreds of effectiveness awards papers. Chris currently consults regularly for clients on effectiveness evaluation, both directly and working with The Effectiveness Partnership, UK.

    At the Effectiveness Function, Chris will cover overcoming short-termism, expanding on the theme that short-termism kills effectiveness. He will share what he believes is the antidote; the development of a strong marketing effectiveness culture focused on long-term growth. He will draw heavily on the latest research by Binet and Field on marketing effectiveness in a digital era as well as broader learnings from the UK IPA EffWorks initiative and recent effectiveness awards.

    This includes the need for both agencies and marketing clients to think outside the marketing communications bubble, and ask, “Are we building businesses or just running activations and campaigns?”

    We look forward to hearing Chris Baker share the effects of these ideas as exciting opportunities for businesses and marketers. There will be chance for Q&A.

    Date: Thursday 12th October

    Time: 5:30pm to 7:30pm - Drinks and canapés on arrival, Presentations begin at 6.00pm

    Venue: TVNZ, Main reception, Hobson Street, Auckland

    Cost: None

    To register for this free event, email office@commscouncil.nz today - spaces are limited and tickets for entry will be allocated.

    The Comms Council acknowledges TVNZ for their support of this event.

    Axis Awards 2018 Key Dates

    Posted 3 September 2017.

    ​Key dates for your diary

    Call for Entries goes live: Thursday 9th November 2017

    Entries close: Tuesday 23rd January 2018 at 4pm

    Late entry deadline closes: Thursday 25th January 2018 at 4pm

    Hard copy material deadline: Thursday 1st February 2018

    Waitangi Day (observed): Tuesday 6th February 2018

    Category Judging (Heritage Hotel): Monday 12th to Thursday 15th February 2018 (inclusive)

    Executive online judging: Friday 16th to Friday 23rd February 2018 (inclusive)

    Finalists announced: Monday 19th February 2018

    Tickets on sale: Tuesday 20th February 2018

    Metal discussion meeting if required: Monday 26th February 2018

    Executive Judging Session: Wednesday 28th February 2018

    Axis Speaks: Thursday 1st March 2018 (TBC - evening)

    Awards Show: Thursday 8th March 2018, 6:30pm-12:00am

    BOTAB 2017 Winners - Fish TACO

    Posted 1 September 2017.

    ​​For the first time in BOTAB’s 10-year history, Flying Fish have taken out the championship title with their band, Fish TACO.

    See the photos

    Although the judging panel, Matt Heath, Jeremy Wells (Radio Hauraki) and Matt Headland (NZME), were impressed by all of the performances, there could only be one winner. Fish TACO’s set was tight and their vocals ambitious. They nailed the whole thing and the crowd wanted seconds - their encore performance only confirming their trophy-winning spot.

    Once again, Saatchi & Saatchi delivered the Best Performer of the night, frontwoman Kristine Green. Her vocals and stage presence were unparalleled, winning her a travel voucher to the value of $1000 thanks to Fortis Travel.

    Thanks to all the bands that competed:

    • Fish TACO from Flying Fish

    • Still Serenading Shirley from FCB

    • Kurt Cocaine & the 27 Club from DDB

    • Friends Electric from Barnes, Catmur and Friends Dentsu

    • The Strands from Saatchi & Saatchi

    • Pegasus and The Job Numbers from ColensoBBDO

    BOTAB 2017 was proudly brought to you by: Flying Fish & the Commercial Communications Council

    And of course BOTAB wouldn’t be possible without the love and support of our sponsors Apex Insurance, Franklin Rd, Fortis Travel, Blunt Umbrellas, Event Cinemas, NW Group, Whittakers, Vodafone, Radio Hauraki, Mandy VFX, SOAR Printing, Monteiths, Fruit Guys, My Food Bag, Prego & Much Moore Ice Cream.

    Kristine Green - Best Performer

    Kristine Green - Best Performer
    Fish TACO - Winning Band
    Fish TACO - Winning Band

    Judges Jeremy Wells, Matt Heath, and Matt Headland
    Judges Jeremy Wells, Matt Heath, and Matt Headland

    A Question of Trust

    Posted 28 August 2017.

    ​By Claudia Macdonald, Founder and MD, Mango Communications.

    ​I’ve been thinking a lot about trust. Having flown recently, it strikes me that trust is largely what gets us in that plane and hurtling across the skies. I don’t know how to fly a plane, I just trust that the person up front does; and that trust of the airline and its pilots is what keeps me flying.

    Trust is big in business too. But less and less so. Today, accepting a person’s handshake as their word seems ridiculously naïve. Contracts are essential and in our industry we need to know a company is credit-worthy before we can even accept their business. As companies become more global, with the ‘return of value to the shareholder’ the glue that binds our every deed, we no longer trust people — we trust their balance sheet. I realise there are crooks and white collar criminals out there, it’s just we’ve become so distrustful now that it colours who we believe and how we act.

    As our general election approaches, the issue of trust will be questioned and, possibly, found lacking. The primary role of politicians prior to elections appears to be convincing voters to trust them to perform, keep their word, deliver on their mandate; while the opposition tries to demonstrate all the ways in which their counterpart cannot be trusted.

    It is often through the information shared by third party channels that we build trust. When I first went into journalism I had been taught to believe the news media was an objective, independent source of unbiased information: something you could trust to tell you the truth – or at least to lay the facts before you to assess. Learning that my editor was a paid-up member of the National Party rather dented my trust in the unbiased nature of the paper at the time, but it was restored in witnessing the combined efforts of journalists and subeditors from across the political spectrum to ensure it presented a neutral view.

    Working in the UK woke me up to the concept of politically-aligned media. And while a little strange initially, at least I knew I was getting conservative-biased views when I read The Telegraph and socialist spin from The Daily Mirror. This division still exists and is more prevalent than ever. But we all know it, so we adjust our filter and reasoning powers in response.

    Fast forward to 2016 and the introduction of the term ‘fake news’ (Thank you, Donald Trump). Although, rather than lies, the term is generally used to describe facts and figures you don’t agree with. Unfortunately, it also feeds the sense that once trusted (albeit biased) media can no longer be relied upon to tell the truth about anything – certainly not important social and political issues, let alone ‘man bites dog’ stories.

    If you feel you can’t trust the news (and I’m not saying that you can’t in New Zealand) then here’s hoping that you can trust the people, the brands and the organisations you interact with.

    The last five years has seen the rapid growth of another source of information – thanks to the internet and its various platforms and the growing distrust of the established channels – namely the rise of influencers (bloggers, celebrities, Instagrammers), which has been both exciting and challenging. As an industry we’re still working out which ones are actually influential, while consumers are busy sorting those who are trustworthy and authentic from the ‘friend-buyers’ and fakes.

    Today, trusted brands, trusted advisors and trusted sources are more important than ever. The catch is that to become a trusted brand, you must first earn that trust and this can only be done through consistency: by demonstrating trustworthy behaviour time and again.

    Consistency should be paramount for brands – but this doesn’t mean never changing, or being inflexible. It means delivering as your customers expect you to. If there are changes afoot, then communicate those clearly, transparently, honestly.

    As the mistrust of traditional channels of communication builds, our role as communicators must be to ensure the brands, people and organisations we represent are seen to deliver on their promises. Our job is to keep their communications honest. Given that PR people have so often been labelled ‘paid liars’ we owe it to ourselves to guide our clients to prove the opposite.

    Google

    Posted 28 August 2017.

    BOTAB 2017: Battle of the Decades - Tickets On Sale

    Posted 15 August 2017.

    ​The BOTAB 2017 ticket link is live! Don’t miss out on the one event that draws the whole industry together - this August 31st at the Kings Arms.

    The prizes are great, the venue is legendary, and the competition is fierce.

    It’s our last year at the beloved Kings Arms, so you’ll want to get your ticket pretty quick-smart.

    This year we have 6 of the best agency bands going head-to-head to claim victory in the Battle of the Decades:

    • Last year’s winners, Friends Electric - Barnes, Catmur & Friends Dentsu
    • Pegasus and the Job Numbers - Colenso BBDO
    • Still Serenading Shirley - FCB
    • Kurt Cocaine and the 27 Club - DDB
    • The Strands - Saatchi & Saatchi
    • And of course, Flying Fish

    The event is strictly R18. One free drink with every ticket.

    Bring your gold coins for the sausage sizzle.All proceeds will go to the New Zealand Music Foundation to help with their goal of changing lives through music.

    Much Moore Ice-cream will be giving away free cones on the night along with loads of great prizes including bar tabs thanks to Apex Insurance and Franklin Rd, Event Cinema tickets, Gourmet My Food Bags, Monteiths beer, Fruit Guys fruit boxes, chocolate from Whittakers, phone cards from Vodafone, Blunt Umbrellas and more. Bring your business cards to enter the draws.

    Don’t forget your ID. There will be no door sales, tickets must be pre-purchased. This year we are strictly doing e-tickets only as they will be scanned at the door on arrival. You must print out your ticket. No ticket, no entry.

    GET YOUR TICKET HERE

    Axis Executive Team 2018

    Posted 14 August 2017.

    ​Meet the team behind Axis 2018

    BRIGID ALKEMA - CONVENOR

    Executive Creative Director

    Clemenger BBDO Wellington

    Brigid first found herself at Clemenger BBDO Wellington back in 2000. After a stint in Sydney Australia, first at DDB and then at Clemenger, she returned to her beloved hometown and, and of course, her beloved agency. After consistently being ranked as one of Australasia’s top creatives, she became Clemenger BBDO’s Executive Creative Director in 2015. Since then, WARC100 has ranked the agency in the Top 25 globally.

    Brigid loves leading a team that are passionate about connecting with Kiwis, and making stuff that matters and contributes to culture. Pushing the boundaries of what many thought possible for social change programmes, Brigid and her team have generated some of the most memorable and effective work in New Zealand.

    Brigid has been a jury member at Cannes, D&AD, The One Show, New York Festivals, Spikes, Webbys, AdStars, AWARD and Axis, and has been highly awarded at every major award show. Campaign Brief ‘The Work’ and Best Ads have had her ranked as one of the top 5 creative directors in Australasia for the last five years.

    MICHAEL REDWOOD - CHAIR

    Managing Partner

    Special Group

    Michael became a managing partner and shareholder at newly minted Special Group in 2009. Since then he has helped drive the agency’s growth, establishing it as a multi-awarded advertising and design business with offices in Auckland and Sydney. Prior to Special, Michael enjoyed nearly 20 years working at New Zealand’s best advertising agencies with New Zealand’s leading clients. He has worked on campaigns recognised at Axis every year for the past 18 years – including a handful of Grand Prix winners - and has enjoyed the event every time.

    CHRIS SCHOFIELD - Jury President

    Executive Creative Director

    Shine

    Chris Schofield is an advertising creative dedicated to the pursuit of original ideas, effective ads and happy clients.

    His career began in the glory days of ‘scambient’ at Colenso BBDO in 2000, winning gold at the One Show within 6 months of arriving.

    With a desire to work on bigger brands, Chris moved to Saatchi Auckland, and helped launch Telecom’s T3G network and won 2 gold lions at Cannes for Rubbish Films, the world’s first mobile phone film festival.

    In 2009 Chris was appointed Creative Director at Draftfcb, and played a key role in the agency’s transformation from a small retail player into one of NZ advertising’s greatest local success stories.

    Chris joined DDB in 2011, and helped continue the agency’s legacy of world-class creative work for Sky TV and Steinlager before joining indy agency Shine as Executive Creative Director in 2016.

    At Shine, Chris looks after a small but perfectly formed team of geniuses, trying to making sense of the modern ad landscape within the agency’s entrepreneurial approach to business and creativity.

    Chris currently resides in Point Chev, Auckland, with his wife Deb and two daughters, Ava and Pearl. When not at home, he can often be found at the local skatepark schooling youngsters in the art of the old school with his bottomless pit of ‘sweet jumps’ and ‘sick moves.’

    LISA FEDYSZYN - Jury President

    Group Creative Director

    Ogilvy

    Australia, New Zealand, USA, New Zealand. No matter where she goes, Lisa’s student loan still waits for her. So, she keeps on working – From Colenso BBDO to DDB to TBWA to Droga5 and now Ogilvy where she is Group Creative Director.

    Since her time in the business she has charged male politicians 10% more than women for their morning coffee to bring awareness to pay inequality, unconvincingly tried to get people to vote for Hillary Clinton, squeezed 60 scenes in a 60” film for Sky Television, humiliated one of Australia’s most celebrated sportsmen for McDonald’s, and hidden novels in Word and PowerPoint documents so employees can read books at work.

    Along the way she has won awards at Cannes, D&AD, One Show, Clios, Webbys, Spikes, New York Festivals, and has been named in Young Guns Top 10 Creatives of the Decade.

    For two years she was National Head of AWARD School in New Zealand, which was ideal because she is nurturing, yet bossy. And Lisa has judged on the Clio, New York Festivals, London Internationals, Young Guns and AWARD juries, which is ideal because she is judgmental.

    Lisa keeps a spare key under the lemon tree next to her front door. Pop in and say hi sometime.

    LEVI SLAVIN - Jury President

    Chief Creative Officer

    Colenso BBDO

    Levi Slavin has worked for agencies in Australia, New Zealand, the U.K., and the U.S. He has won over 100 international awards across dozens of campaigns, including 1 Black and 5 Yellow Pencils at D&AD. Beyond industry accolades, his work has featured at TED, ranked #1 on the iTunes music and iTunes podcast charts, and has come in the form of product innovation, literature, television series, and film.

    Levi has served on numerous local and international advertising juries, including Cannes and D&AD.

    Levi and his dog were once mugged. His dog did nothing.

    DAMON STAPLETON - Jury President

    Chief Creative Officer

    DDB New Zealand

    Damon is Chief Creative Officer of DDB New Zealand. He was formerly Executive Creative Director of Saatchi & Saatchi Australia and TBWA Hunt Lascaris, which was voted South African agency of the decade in 2010. He has worked on global brands such as BMW, Toyota, Nissan, Heineken, Visa, Cadbury and the World Cup 2010 campaign for Adidas.

    Damon has collected awards at some of the most prestigious international advertising festival shows, receiving 37 D&AD Pencils – one being the first and only Black D&AD Pencil ever won in Africa. He’s won 50 Cannes Lions, including the Grand Prix and eight Gold Lions, two Grand Clio, 9 One Show Gold Pencils, and the first ever ADC Black Cube ever awarded.

    He is most known for his “Trillion Dollar” bill campaign for The Zimbabwean and Penny the Pirate for OPSM which have won over 200 international awards between them. Penny the Pirate was judged to be the most effective campaign in the world by the WARC 100 in 2016. The Zimbabwean is now in the permanent collection of the British Museum.

    He has been recognised as one of the top 10 Executive Creative Directors in the world by both Creativity Magazine and the Big Won Report. In 2011, Finance Week awarded him Achiever of Year in South Africa. He’s had a variety of short stories published as well as articles for various magazines and writes a blog called damonsbrain.com. It is stuff he thinks about instead of world domination.

    Damon also went to sixteen schools as a child and was only expelled twice. He received no reward for this achievement. This still bugs him.

    Adshel

    Posted 11 August 2017.

    Dawn of the Data

    Posted 2 August 2017.

    ​By Stevie Weber, Head of Strategy at Zenith.

    ​There’s no denying data is having a moment. Perhaps more than that, given it’s next to impossible to read any industry article or award-entry, or to sit through a meeting devoid of a data mention. It’s little wonder some, namely creatives, are starting to feel displaced and that this whole “data thing” is some extravagant wizardry. Yet it’s hard to argue when agency titles like “Data Scientist”, “Data Forensic Specialist”, and “Galactic Viceroy of Research Excellence” are becoming the norm. Whilst intriguing to some (and debatable to others), the real problem is that these titles reinforce the notion that data is used predominantly in hindsight – just as scientists and forensic specialists are typically brought in after an incident to establish what happened. Similarly, we tend to look back on campaigns to determine where they’ve been effective or ineffective. The problem with this is that the damage has been done. Equally, our efforts to temporarily boost success regularly sees focus shift to mid-campaign, when we’re tasked with exploring how best to optimize creative performance. Again, most of the damage has been done because if a campaign is mediocre to begin with, optimization is probably limited. Instead, we need our data to help predict and inform what can go right from the beginning. Data has the capacity to influence and recalibrate creativity, versus allowing us to purely monitor it. Data has the proficiency to constantly collect information to benefit the ‘always-on’ mentality versus sporadic tactical campaigns that lose sight of building brand meaning and true purpose.

    However, it doesn’t take a “data scientist” to figure out that the general sentiment is that data stifles creativity. It’s a perceived roadblock to bold, imaginative, instinctual ideas and has the tendency to repel creatives. Data looks pretty sterile and mundane at first glance – the polar opposite of creatives’ very existence. Scanning statistics and data bits squeezed into dozens of Excel sheets and then engineering a system to interpret it does not excite many. Although visualization software is helpful, there’s only so much an infographic can tell us – and it’s unlikely to be a deep, mind-altering human insight. It is here that this alleged disconnect between science and creativity occurs: that data cannot produce an emotional connection with the consumer. We want to develop work and messages that are ingrained in the social fabric of our consumers; that penetrate public consciousness and that infiltrate or create cultural phenomenon. I would like to add my voice to the increasing view that this is our “Mecca” and reaching it requires data from the get-go. So no, data is not stifling creativity – it has the power to make it better. Putting the most obvious benefits aside (smarter targeting, stronger resonating messages, product innovation, media mix modelling, and the uncovering of profound consumer insights), data puts us in the driver’s seat. It allows us to guide consumers through trends that WE are forecasting or anticipating, ones that our consumers have not yet consciously identified.

    Data is a supreme being, trapped in a stale looking body. To use it effectively there is a need to “creatify” it, to dramatise it, to breathe life into it. We need to know what to measure or observe, how to extract insights and humanise it and finally, how to unearth the most motivating, captivating storyline within that information.

    As the gap between creative approach and actual campaign objectives becomes more evident, data’s role must be reconsidered. It needs to inform creativity, not just help creativity perform. As data remains centre stage it should foster a greater collaboration between media and creative agencies. Ideally, it should push past collaboration to partnership. For too long now media agencies are brought in at the back end of the creative process as executors or implementers. This is a missed opportunity, when it is often the media and digital teams rich with data who can add value much earlier in the process. But they need to get better at showcasing their value and engaging creative agencies. To ensure this works well, we need people in place who know how to identify and tell a damn good story from the data. So, instead of eradicating the ridiculous “data” related titles, I propose we continue to recruit, because what we really need next in this industry are “data journalists”, “data artists”, “data dramatists” or “data provocateurs” …take your pick!

    International Judge announced - 2017 Effie Awards in association with TVNZ

    Posted 1 August 2017.

    ​The Comms Council is pleased to announce the appointment of Chris Baker, Founder at Bacon Strategy & Research London as this year’s International Judge for the Effie Awards in association with TVNZ.

    CHRIS BAKER – BACON STRATEGY & RESEARCH

    Chris Baker is the founder of Bacon Strategy & Research Limited, a consultancy that brings fresh thinking, solutions and ways of working to brands, businesses and marketing communications. He has over 40 year’s experience working with brands and communications, with particular expertise in the area of communications effectiveness evaluation.

    With degrees in Physics and Economics from the University of Sussex, he started his career in market research at BMRB in 1973, before moving to Saatchi & Saatchi in 1981, becoming Deputy Head of Planning in 1988. He was a founder member of Bainsfair Sharkey Trott (BST.BDDP) in 1990, where he was Planning Director. Subsequent mergers in 1997 and 1998 took him to senior planning roles at GGT.BDDP, then TBWA as Director of Strategic Consultancy. He set up Bacon Strategy & Research in 2008.

    His experience is broad, covering hundreds of brands across most sectors, consumer packaged goods, automotive, public sector, charities, and beyond. In recent years much of his work has involved the translation of traditional planning disciplines to brands in the digital world.

    Effectiveness Credentials

    Chris has been involved with the IPA Effectiveness Awards since their early days – his first IPA entry, for Farmer’s Table Chicken in 1982, is perhaps best forgotten but is regrettably still available online via WARC/ IPA database. He helped pioneer thinking on the ‘longer and broader’ effects of advertising, and has written, judged and mentored on hundreds of effectiveness awards papers.

    He judged the IPA Effectiveness Awards in 1990, 1992 and 1994 and, as Convenor of Judges, was editor of ‘Advertising Works’, volumes 7 & 8. He has won several IPA Effectiveness Awards over the years, including Silver for Castlemaine XXXX in 1986, Gold and Special Prize for Integration for the launch of the Central London Congestion Charge in 2004, plus Gold and Special Prize for Channel Planning for Digital Switchover in 2012. He maintains an ongoing involvement with the IPA Effectiveness Awards as a mentor for entrants.

    He currently consults regularly for clients on effectiveness evaluation, both directly and working with The Effectiveness Partnership.

    Chris is a Fellow of the IPA, was a Full Member of the Market Research Society, and was recently one of the first inductees to the IPA Effectiveness Hall of Fame. He also consults for The Advertising Association on subjects such as the impact of alcohol advertising on young people and the commercialisation of childhood.

    First Five Rungs Speaker Series 2017

    Posted 31 July 2017.

    Purchase tickets

    You see them, hear them and read about them. How about talking to them?

    Secure your tickets to the First Five Rungs Speaker Series: Media Movers.

    Featuring:

    Amber Peebles, TV Presenter, Radio Host, Fashion Editor, Stylist, Blogger & MC

    Steven Fernandez, Editor of REMIX MAGAZINE

    Nickson Clark, Mai Morning Crew

    An additional speaker to be announced

    Spend the evening with these homegrown media personalities and learn about their rise to the top, as they detail their journey from grad to great in the media landscape.

    If you’re in your first five years of the advertising/comms world – grab a ticket for this First Five Rungs speaker event – take time out to network, indulge in some hospitality and hear from our great speaker line-up.

    The panel of speakers will talk about how they got their break and share insight into their working days, plus there will be an open Q&A, offering a unique opportunity for attendees to ask the panel their career questions.

    Date: Wednesday 23rd August

    Time: 6 - 9pm

    Venue: The Generator, 28 Customs Street East, Auckland (in The Lounge room, upstairs)

    Cost: $20 + GST and credit fee

    Ticket numbers are limited, so we suggest you get in quick. Purchase here.

    With thanks to our generous partners, the Commercial Communications Council and 3rdeye Recruitment

    Keep in touch with the First Five Rungs on Facebook

    Reputation Security in the Age of Cyber Risk

    Posted 18 July 2017.

    ​By Rewa Willis, Director, Sherson Willis and Comms Council PREScom Committee member.

    ​In February this year, the 20th annual PWC CEO Survey revealed that 91% of New Zealand’s CEOs are concerned about cyber-attacks, compared with only 61% globally. The C-suite’s growing concern over digital security reflects the views of cyber security experts, with New Zealand businesses among the world’s highest outsourcers of their IT network management and data storage.

    The Directors’ Risk Survey conducted by Marsh showed New Zealand directors think cyber-attacks will be the biggest threat locally this year. These fears were confirmed with the unprecedented global reach of the Petya and WannaCry attacks. The high-profile ransomware attacks hit companies of all sizes in both the public and private sectors, sparking panic worldwide.

    The financial impact of cyber security breaches tends to focus on the immediate cost of the attack: data has been compromised. Recent insights from Juniper predict that criminal data breaches will cost businesses US$8 trillion over the next five years. However, the real cost of a cyber-attack hits at the heart of an organisation – at something much more difficult to recover than data: your reputation. With the rise of the so-called ‘reputation economy’ reputation is now a capital asset.

    As The Economist recently reported, it’s not a matter of if, but when. Ransomware made headlines last month, but it could be anything from data breaches to phishing scandals next. Cyber-attacks are constantly evolving, hard to explain and even harder to trace. The lack of an obvious culprit often means blame falls on the organisation victimised in the attack, for a perceived lack of security. Australia has introduced mandatory reporting of data breaches, leading to a rise in companies reviewing their cyber security practices.

    The most crucial step in securing your reputation against the damaging effects of a cyber-attack is planning, but the recent New Zealand Institute of Directors’ survey found that 32% of respondents had no framework to manage cyber-attacks.

    Your first step is to get match fit. A team can’t run onto the pitch and win the game if they’ve never played before.

    Start with your staff. No organisation is immune to cyber-attacks. It is impossible to completely guarantee the safety of your data against an endlessly shape-shifting threat. Instead, the focus should be on identifying and managing risk. New cyber tools and technology are being deployed to mitigate ‘human risk,’ because cyber security isn’t just a tech issue, it’s a people issue. Making ‘cyber hygiene’ part of your organisational culture is now a priority for every Kiwi business.

    Start communicating with your staff about their role as the first line of defence against cyber security issues. It ranks up there with Health and Safety, and staff should understand how to keep themselves and your organisation safe. Attacks will target ‘human end points’ – figures within the operation who have gaps in their awareness around cyber security and risk. The more aware your people are, the safer your business is. Teach staff to be your ‘human firewall’ – make communication about a security-conscious culture a priority and give everyone the right skills at the right levels to spot potential threats.

    Having mission critical IT infrastructure management and data storage outsourced to third party providers can create additional complexity and add time to your crisis response if you’re hacked or your network is compromised. Choose a team of internal and external advisors before a crisis hits, so you can plan and practise with them. Make sure you have communications and cyber security experts who know and trust each other, so they’re speaking the same language when a breach occurs.

    When an issue occurs, ‘gamify’ what’s happened and what could happen because of it – play out every scenario that could occur. This will enable you to give your board, management team, staff and customers the right information they need to help protect themselves and the organisation.

    Transparency is key. Customers need to have confidence that you’ll tell them first if something’s gone wrong and give them the information they need to protect themselves, or mitigate the damage if data is taken. If your customer’s data has been compromised they need to know what’s been taken and what steps they can take to protect themselves. Reputation is all about trust.

    The Silicon Valley morality escape clause

    Posted 5 July 2017.

    ​By Simon Lendrum - Managing Director, J. Walter Thompson

    ​Endless commentary tells us that today, brands should stand for something good – it helps them stand out, millennials gravitate towards good corporations, and it’s the right thing to do post-GFC when everyone lost their moral compass.

    By that reasoning, Uber should be up for sale on Trade Me with a dollar reserve. Here is a company where casual sexism has long been an issue; where data privacy has been an oxymoron; and where drivers are abused by the company, both by punitive practices and literally by the (now former) CEO himself. But Uber’s garage sale is far from a reality. Instead, valuations of the company are still in the US$50-$70bn range based on 2016 net revenue of US$6.5bn and continued growth in bookings – meaning a whole lot of people are prepared to ignore foibles such as sexual harassment if they get cheap cabs.

    Why? Why does Uber get a free pass when the likes of United get swift punishment for poor behaviour?

    There’s an argument that suggests Uber’s degenerate side has been protected through private ownership – had it been publicly listed we’d probably have seen more volatility in stock price as a consequence of each PR debacle. But I think there’s a Silicon Valley effect in play here too. It seems to me we have two sets of moral standards: one to which we expect ‘traditional’ businesses to adhere, and one that provides multiple escape clauses for tech companies. This double standard needs explanation.

    Technology companies deliver products and services that garner excitement and attention. The 19th century thinker, James Allen, asserted that “there can be no progress nor achievement without sacrifice”. Silicon Valley seems to have embraced this with gusto. If the product or service is great enough, don’t worry about the side effects. The gig economy that Uber represents has run roughshod over concerns around employee rights and fair pay, with a Trump-esque approach to narrative.

    Like-minded companies have even joined forces to ensure a consistent message supports their pursuits – The On-Demand Economy is a formal group established to ‘provide an unbiased platform to meet influential industry participants…discover, celebrate, and learn from this innovative new industry that is redefining commerce by making lives around the world easier and more convenient’. There’s a word missing there. In reality, it’s about making ‘some’ lives easier, whatever the consequences. Consumer demand for convenience is enormous and seems to override concerns about good corporate behaviour.

    A similar defence appears at other Silicon Valley behemoths. Recent concerns around inappropriate content on social platforms, and placement of major brands alongside such content, is explained away as the cost of progress. We’re in a different time, the argument goes, and the vast content we all enjoy could not be possible if monitoring were universal. In short, if you’re expecting Google and Facebook to protect us from inappropriate usage, you’re a Luddite. This is simply the sacrifice we must make in exchange for the progress the tech giants deliver. The reality is that the vast majority embrace the good, and tacitly ignore the not-so-good, because we attribute a different set of rules to endeavours we see as transformative. But this should be no excuse for moral bankruptcy.

    It’s nothing new, either. The British East India Company dominated trade in centuries past, providing rich resources to consumers and arguably re-shaping the world around it. Conversely, it also became synonymous with oppression, exploitation, and tyranny. Undoubtedly, those who benefited deemed such sacrifices worthwhile, but the cost to humanity was dear.

    As the board of Uber implements changes recommended by a recent report into company practice, they would be well served to learn from the past. To ensure the business endures it must deliver value not only to its consumers, but also to employees, and the communities and economies within which it operates.

    Establishing a brand purpose that goes beyond product description is critical. Doing so would provide a filter for behaviour, process and action that is sympathetic both to the profit motive and the desire for good corporate citizenry that would enable Uber to rise above the Silicon Valley bubble and be judged alongside other long-standing corporations in accountability and contribution to society.

    Inclusiveness & Diversity Group

    Posted 26 June 2017.

    ​The Comms Council Inclusiveness & Diversity Group was established in 2016 to enhance the relevance and competitiveness of the NZ industry by:

    • championing the benefits of diversity on creative thinking and commercial outcomes

    • helping member agencies develop greater diversity at all levels

    Group Members:

    Megan Clark - Managing Director, Copper Brand Experiences (Chair)

    Megan is the Managing Director of specialist brand experience agency, Copper. She has been invited to judge at many local awards shows in 2014 was the New Zealand juror on both the 2014 Cannes Lions Promo & Activation jury and the 2014 Spikes Asia Promo, Activation & Direct juries. In 2015 Megan was invited on to the Cannes International Steering Committee to for the development of the Cannes Lions Promo & Activation category awards process. She is the former Chair of the Comms Council’s PR, Experiential and Social Media Committee and a former Comms Council Executive Board member. Megan’s passion for a better world of communications led her to Chair the newly formed Diversity & Inclusiveness Council and she looks forward to helping make a difference.

    Sharee Gunn - Senior HR Business Partner, Dentsu Aegis Network

    I am a passionate HR Professional and truly believe that HR is the most fascinating role within a business with an opportunity to make a massive difference in so many ways. People are the most dynamic asset that any business has and there is nothing more rewarding than seeing someone’s potential grow into a successful career.I believe diversity of thought in our industry contributes to more understanding of the opportunities and complexities of our clients. This understanding contributes to better strategic decisions and ultimately, a competitive advantage. I have a personal vision to bring more diversity into our business, build meaningful partnerships with our clients and ensure we are creating equal opportunities that inspire people to fulfil their career ambitions.

    Bonnie Shum - Senior Account Manager, J. Walter Thompson

    Starting her career in advertising through the Comms Council Internship Programme at FCB New Zealand, Bonnie worked across two of New Zealand’s most iconic brands, Air New Zealand and Mitre 10. After 4 years, Bonnie has made the move to J. Walter Thompson where she is the Senior Account Manager on the University of Auckland account service team. Taking her passion for the industry beyond her role in the agency, Bonnie is also deputy chair of the Comms Council Young Leadership Group who are behind the First Five Rungs initiative dedicated to leading the young talent in the industry.

    Karen Sew Hoy - HR Director, DDB

    Karen is the HR Director for DDB New Zealand, one of Auckland’s most successful agencies. Having worked in HR for many years, in both public and private sectors, Karen has a vast amount of experience when it comes to what drives, motivates and engages people to perform at their best. An accredited Myers Briggs practitioner and an ICC accredited coach, Karen has a great appreciation on how diversity and differences can positively impact a workplace.

    Adelle Keely - Chief Executive, Acumen Republic

    With 20 years in the communications industry, Adelle has been trusted to evolve, promote and protect the brands and reputations of some of New Zealand’s most influential organisations. Adelle leads a values-based, equal opportunity agency committed to diversity and inclusiveness. At Acumen, our team is from a range of ethnic backgrounds including Argentinian, Chinese, English, Indian, Irish, Russian, Samoan, Scottish, Solomon Islands, South African and Tongan. We have people in their 20s, 30s, 40s, 50s and 60s. Our team is currently 35/65 male/female and we have three females and two males on our Board. We are open towards and respectful of people’s sexuality and spiritual beliefs.

    Adelle’s diverse experience includes time working in New Zealand, the UK and the US across sectors including ICT, FMCG, financial services, infrastructure, professional services and health & wellbeing. Adelle chairs the Comms Council PRESCOM Committee.

    Cassidy Meredith - Group Account Director, Spark PR & Activate

    Cassidy is a Group Account Director at Spark PR & Activate across New Zealand and Australia. During his time in the communications industry, he has worked across both public relations and advertising on a number of high profile accounts. They have included not-for-profit organisation The Quit Group, technology giant Sony, global sports brand adidas and FMCG conglomerates Unilever and DB Breweries. It didn’t take long for Cass to get involved with the Diversity & Inclusiveness Council as he’s a firm believer that greater diversity in the workplace delivers greater amazing work and better work environment.

    Kate Smith - Consultant

    Kate arrived in NZ in 1995 when she was headhunted to become National Strategic Planning Director for Saatchi & Saatchi based in Wellington, after 10 years working in London agencies. She led strategy development across the agency’s clients and also sat on the Saatchi & Saatchi Global Planning Board.

    In 2004, she left Saatchi to set up her own strategic consultancy. She works with clients to help them develop and execute brand strategy as well as facilitating broader business strategy development.

    She lives in Auckland with her husband, and two step-daughters.

    The Big Picture

    Posted 21 June 2017.

    ​By David Thomason, FCB.

    ​Advertising, marketing, communications (whatever you choose to call what we do) has become very messy. Our industry’s been accused of not changing fast enough and, at the same time, chasing shiny new and unproven trends. We’ve worried about traditional versus digital media. And generalists versus specialists. We’ve argued about the best way to interact with clients and partners, and which structure will efficiently produce the most effective work.

    They’re fascinating debates and they’ll keep raging. Competition keeps us evolving and improving, and there’ll never be one right answer for all. But there are important areas where we must align.

    Firstly, we need to reinforce the immense value marketing adds to business and other organisations. The recent Deloitte Advertising Pays study, commissioned by the Commercial Communications Council (previously CAANZ) also reveals the vast contribution the industry makes to the general economy.

    Secondly, we need to ensure we continue to deliver maximum value. This involves an important reality check; a kind of confession. It’s time to acknowledge that the strategic value of marketing and advertising has been weakened by an over-emphasis on short-term results.

    Numerous studies show that those who don’t reinvent their strategy every quarter, or throw away their campaign when it’s just getting traction, still win the bigger game. And that a modern impatience has made advertising less effective.

    It’s not one or the other. It’s all about balance. Short-term activation is critical to most businesses. But we need to acknowledge that consistent brand-building, and consistent executional elements, remain the more efficient and effective way to deliver results year after year.

    It’s our job to give clients expert advice even when it challenges their views. And to provide them with the evidence and support they need to achieve the best balance for their business and culture.

    But too often agencies have been willing accomplices. When presented with next year’s budget, the opportunity to develop exciting new strategy and creative ideas can be very tempting. It requires a maturity to say, “You know what? Your core strategy shouldn’t change. We created that brand campaign to last, so let’s keep running it.”

    Instead, we’ve allowed the balance to swing wildly towards small, short-lived ideas, campaigns and effects, and away from the most valuable aspect of what we do. We still have the power to develop strategies, ideas, innovations, campaigns, platforms and touch-points that deliver large and sustained effects. In a fragmented tech-driven world this only becomes more important.

    I’ve always believed that popularity is a very good indicator of brand campaign effectiveness (actually, this is supported by science), so it’s interesting to note that Colmar Brunton’s recent ‘TVC Top Ten’ includes nine “golden oldies”. Agencies talk a lot about ‘wear-out’ but in a fragmented media world it makes sense that this now takes even longer. It’s often true that when you’re getting sick of your own campaign, it’s just starting to work.

    Someone will accuse me of being television-centric (and I haven’t got room to defend a bias here), but the importance of longevity applies at least as well in digital media. Mitre 10’s “Easy As”, the Electricity Authority’s “What’s My Number”, HPA’s Depression.org (“The Journal”) and New Zealand Fire Service’s “Escape My House” are all online platforms that were built to last – in fact they have, or will, last well beyond any specific advertising execution.

    This isn’t a digital technology issue. We need to shift the balance of our work across all channels. The Comms Council is helping to drive this agenda on behalf of the industry, and the Effie (Advertising Effectiveness) Awards provides an ideal opportunity to reinforce the point.

    This year brings one particularly significant change: the judging and marking process will now clearly favour campaigns that deliver lasting results, over those that produce a brief spike in audience response.

    This doesn’t mean short-term campaigns aren’t important or can’t win. But it will shift the balance. The Effies are an annual opportunity to review what really works in marketing and advertising today. Let’s make sure we’re all looking at the big picture.

    Meet the 2017 Effies Steering Committee and Convenor

    Posted 20 June 2017.

    CONVENOR

    Rupert Price, DDB

    Rupert’s career in advertising spans nearly eighteen years in London’s most pre-eminent agencies and now nearly six years in New Zealand. In the UK, Rupert worked on brand and advertising strategy with Y&R, AMV BBDO, JWT, Saatchi & Saatchi and Ogilvy. Beginning with local projects for companies including Kellogg’s, Unilever, The Army and Sainsbury’s, Rupert broadened his skill set to take on global strategic roles for BP, SAB Miller, Unilever and American Express amongst others. In 2010, Rupert relocated with his young family to New Zealand.

    Now working with DDB and Interbrand, Rupert has delivered strategic projects for Westpac, Lion, The Warehouse and Auckland Council. Rupert has won numerous IPA Effectiveness Awards, Effies and APG Awards and has been involved in highly awarded advertising campaigns including Persil ‘Dirt is Good’ and Dove ‘Campaign for Real Beauty’.

    Rupert also once won a trip for two to New York in an Elvis impersonation contest…

    ​STEERING COMMITTEE

    David McIndoe, Saatchi & Saatchi

    David rejoined Saatchi & Saatchi at the beginning of 2016 as the Head of Strategy. From his early days studying Economics and Psychology he started his career in market research focusing on strategic projects for Diageo and HP globally. Since joining the creative industry in 2004, David has led the strategic charge on many of New Zealand’s top brands, from banking to beer and almost everything in-between. Throughout his career, David has collected over 25 Effies including 9 Golds and a coveted Cannes Black Lion for Effectiveness.

    Jacqueline Smart, J. Walter Thompson

    Jacqueline represents the voice of the consumer inside JWT, Jacqueline has dedicated her academic and work life to understanding people, culture and the relationships people develop with brands and their communications. She delivers creative thinking grounded in market data and customer research, enabling brands to move into new, differentiated and productive waters. With a strong background in research, communications planning and traditional brand planning, Jacqueline has provided insights and strategy that have informed some of NZ’s most effective and enduring campaigns. Jacs only listens to Base FM or BFM and heads to the ocean whenever she can.

    Mylene Ong, Colenso BBDO

    Lured from the Head of Strategy role at BBH Shanghai, her appointment completes a revitalization of the strategic planning offering at College Hill that has seen the team grow to a dozen planners with a diverse skillset that spans today’s strategic requirements of a creative agency.

    A native of Singapore, Mylene has nearly 20 years of experience at some of the world’s top agencies including BBH Shanghai, JWT New York and M&C Saatchi Singapore and has directed strategy for major brands including IKEA, Audi, Smirnoff and Coca Cola.

    Mylene hopes to create a sitcom that is based on her imperfectly perfect family life. The ways of navigating the social and cultural constructs around an interracial marriage, the challenge of extracting clarity in a cacophony of accents and the eccentric imagination required to raise a third culture kid.

    David Thomason, FCB

    DT started out his career in creative, rising to Creative Director before switching gears and becoming a planner/strategist for the last 17 of his 30-year career.

    He’s has been at FCB for ten years, where he led the Planning team for the first nine, and has been instrumental in driving the agency’s own brand and high profile ‘Behaviour Change’ approach. In that time the agency has enjoyed a spectacular run of business growth and effectiveness accolades across all disciplines.

    DT has been Chairman of the CAANZ Effie Awards twice, and regularly lectures on Behavioural Economics, Cultural Identity and Social Change at AUT and Auckland University.

    At the beginning of 2016, DT’s role evolved from to Chief Strategist, allowing him to focus primarily on the bigger brand projects as well as FCB I.P, culture, training and ways of working.

    Outside of work he loves anything involving his fleet of four bicycles; road, mountain, city and electric.

    Individual Marketer of the Year - Effie Awards 2017 in association with TVNZ

    Posted 15 June 2017.

    ​Download the entry form

    Entry deadline extended to Tuesday 29th August

    ​This award recognises the role that an individual marketer plays in the development of effective work across a year. Judges will be looking for a marketing client who has lead their agencies in the marketing of a brand which has clearly excelled not only in the last 12 months, but who are setting their brand up for the long term. Judges seek evidence of a compelling brand story that inspires and motivates employees and partners, and is evident in all of the brand’s touchpoints.

    Judges will be looking for marketers who inspire their agency, who challenge them whilst giving them the freedom to succeed, and whose business results were the outcomes of genuine collaboration and friendship.

    This is an award for a client that is great to work with and gets great results out of their agencies. It’s therefore about more than a single campaign. The marketer of the year should be an inspirational figure to other marketers, who can represent marketing to the wider business community.

    Download the entry form here.

    Entry is open until August 29th at 4pm. Your nomination entry form should be submitted to Natasha Galloway on natasha@commscouncil.nz.

    Cost to enter is $400 + GST. $800 + GST for non-members.

    Brand, bricks and mortar mortality wildly inflated

    Posted 7 June 2017.

    ​By Ben Goodale, Managing Director, justONE

    ​The fuss over Amazon’s recent announcement that it is gearing up to enter the Australian market in September may have had a few Kiwis scratching their heads, and pondering what this means for local retailers. The news sparked a lot of media commentary and debate about the alleged ‘death of retail’ and for some, the ‘death of brands’, thanks to Amazon. That’s right, apparently we’re all going to start buying Amazon-branded toothpaste, washing powder and TVs because they will be conveniently and cost-effectively shipped to us by the benign retailer, and because going to the shops is apparently such a dreadful chore.

    This of course is utter nonsense, for a number of reasons. Firstly, shopping is well established by retail psychological experts as not simply about the act of shopping. In ‘Why We Buy’, revolutionary retail guru Paco Underhill , famously wrote: “We use shopping as therapy, reward, bribery, pastime, as an excuse to get out of the house, as a way to troll for potential loved ones, as entertainment, as a form of education or even worship, as a way to kill time”. And make no mistake – we Kiwis love to shop. It’s easy to get out to the shops here, with good roads and relatively convenient parking.

    Secondly, it assumes that brands will just lamely sit still and allow their market share to be massively eroded by commoditisation. It hasn’t really happened with own brands in major grocery and general retail, and there is no real evidence to suggest that Amazon can achieve what so many others haven’t. As the leader of an agency that is plugged into the views and strategies of several major corporates, I can say with confidence and conviction that big brand owners just won’t sit still.

    Thirdly, it assumes that Amazon possesses all the key cards and that somehow you can only buy directly from them. The whole omnichannel buzz of the last few years has made it abundantly clear that savvy retailers must offer several ways to serve, and deliver, to the customer. Engagement online, in-store, click and collect, delivery, and via online help tools – all of these critical elements are driving an evolution (it’s frankly too slow in New Zealand to call it a revolution) in how you can buy. I would argue, however, that one of the most crucial requirements is the in-store experience (which, in most cases, is getting better and better) to help differentiate from the convenience of an online experience. In my view, and as all the prevailing research indicates, the majority of people still want to touch and try before they purchase.

    Finally, there are no set rules about who is going to win the future of retailing. What we are currently seeing in New Zealand is that retailers here are taking proactive steps to protect their customer base, and therefore develop a much greater insight into what motivates people to purchase the things they need and want.

    The recent ‘loyalty wars’ are a perfect example of this. With the tussle of Fly Buys, Air New Zealand and Smartfuel, as well as several major retailer schemes such as New World Clubcard and Farmers Club, we’re seeing evidence of a play to develop much stronger relationships with, and understanding of, shoppers. This, in turn, means that the retailers involved are now able to serve their customers’ needs, irrespective of how they want to shop.

    On a personal level, I take some solace that until Amazon can work out how to properly segment and target me with recommendations on the sort of relevant books and music that I want to buy, there remains a reasonable window of opportunity for Kiwi brand owners and retailers to prepare themselves properly for the new zeitgeist. After shopping with Amazon for more than 20-years they still seem to have a very rudimentary insight into my purchasing preferences. And frankly, I’m a lot less complicated than delivering a toaster by drone to an address in the Wairarapa.

    BOTAB 2017: Battle of the Decades - Band Registrations Open Now

    Posted 6 June 2017.

    ​For full rules and to register, click here

    Fish and the Comms Council present the 10th annual Battle of the Ad Bands – Battle of the Decades.

    Whether you grew up listening to Dolly Parton, Frank Sinatra, or Lady Gaga, there’ll be something to shake your hips to.

    Each band will have 15 minutes to fill with songs from different decades.

    To claim the auspicious title of 2017 BOTAB champions, round up your agency’s best musos, register your band, and get practicing!

    You could be one of the last to grace the Kings Arms stage before it’s demolished. Make history. Register your band now.

    For those of you who have more moves like Jagger than musical talent, the battle takes place on Thursday 31st August. Tickets on sale mid-August.

    Theme: Battle of the Decades

    Date: Thursday 31st August, 6pm

    Venue: Kings Arms Tavern

    Website: www.botab.co.nz

    Are Your Influencers Really Influencing? - PREScom Speaker Series 2017

    Posted 6 June 2017.

    ​​The Commercial Communications Council PRESCOM Speaker Series 2017 invites you to explore:

    Beyond the hype of influencer marketing: risks, opportunities, and best-practice to ensure effectiveness.

    Purchase tickets

    ​Hear from local and international industry experts who will discuss how influencer marketing is evolving, including increasing pressure for greater transparency, what best-practice looks like, and the role of data to gain insights to measure real influence effectively.

    Damien Venuto, editor at StopPress and NZ Marketing Magazine, will facilitate an interactive panel discussion with panellists including:

    • Makaia Carr, Lifestyle Blogger, Entrepreneur, Public Speaker, Presenter
    • Tom Hutley, Head of Social, OMD Word at OMD Australia
    • Simon Kenny, Head of Communications at McDonald’s Restaurants (NZ) Ltd
    • Cat McNaughtan, Strategy Director at OMD New Zealand
    • Tina Moore, Head of Social Media at NZME.

    WE WILL EXPLORE

    • What makes an influencer credible – the importance of trust, authenticity and transparency
    • Everyday influencers vs celeb influencers – the difference between engagement and influence and where the opportunities exist for marketers
    • How data determines the success of a campaign
    • Compliance legal issues – what’s happening in Australia post the release of The Australian Association of National Advertisers best-practice guidelines for Influencers?

    Date:

    Wednesday 28th June 4.30pm drinks & treats at Vikki Lane adjacent to NZME.

    Then we will move to the iHeart Lounge at NZME. for a 5.30pm start.

    Venue:

    NZME. 2 Graham Street, Auckland 1010.


    Normal Comms Council terms of trade apply.

    Comms Council gratefully acknowledges NZME. for its support.

    Cost:

    Members - $100 + GST pp

    Non-members - $155 + GST pp

    Parking:

    Paid street parking in Hardinge and Graham Street.

    Auckland Council Parking – Fanshawe Street & Wilson Carpark Victoria Street.

    Please advise any special dietary requirements.

    BOOK NOW

    Additional fees may apply.

    Advertising Pays - a report by Deloitte Access Economics

    Posted 25 May 2017.

    ‘Advertising Pays’ quantifies the economic, employment and business value of advertising in New Zealand for the first time.

    • Advertising is a significant driver of economic growth contributing around $6 billion or 2.4% of GDP a year
    • Paid advertising expenditure was $2.4 billion in 2015 almost 1% of GDP, total expenditure is likely over $3 billion
    • More than 44,000 New Zealand jobs are associated with advertising, including 12,000 directly employed in the advertising industry

    ​Today’s launch of a report by Deloitte Access Economics for the Commercial Communications Council is the first time an econometric analysis of advertising’s monetary value has been undertaken in New Zealand.

    Advertising contributes 2.4% to the country’s GDP a year, about half what international tourists spend here in the same period.

    Advertising contributes $6 billion to the economy through a range of sectors including: Retail - $816m; Leisure & Entertainment – $588m; Food - $566m, Automotive - $526m and Government departments, services & community - $383m.

    The Deloitte report found paid advertising expenditure was $2.4 billion in 2015, almost 1% of GDP. Total expenditure, taking into account revenue from the production of content, was over $3 billion.

    Commercial Communications Council CEO Paul Head says the report is ground-breaking, proving the very significant contribution the industry makes to the NZ economy over and above what is actually spent on advertising.

    “While the industry has lots of case studies about the effectiveness of individual advertising campaigns, this is the first time we have been able to quantify the importance of the advertising industry to the NZ economy at a macroeconomic level.

    “The report proves that advertising is a key driver of economic growth and employment and contributes significantly to the growth and profitability of a wide range of industry sectors. As the title of the report says, Advertising Pays,” says Paul.

    Advertising adds value through income generation and job creation with 44,000 people employed directly or in associated sectors.

    • Direct employment in advertising; 12,412 (core and support advertising occupations)
    • Indirect employment in advertising; 5,341 (supply chain including design, print, photography, travel, HR, legal)
    • Media; 17,575 (newspaper/magazine publishing, TV, cinema, radio)
    • Content creation; 8,846 (motion picture/video production and distribution, sports administration, sports people, music and sound recording, software publishing)

    In addition to business benefits, advertising is an established and proven influencer of audience behaviour in areas such as road safety, public health and tourism. The report highlights that the ‘Legend’ drink driving campaign, commissioned by The NZ Transport Agency, is estimated to have saved 64 young driver lives over three years, saving the country $290 million.*

    Deloitte Access Economics’ partner and report co-author John O’Mahony says the report is significant in that it highlights the value of the advertising industry to the New Zealand economy and proves the tangible business benefits advertising delivers.

    “The report finds that award winning advertisements in New Zealand have delivered $17 in sales for every $1 spent on the campaign.

    “Beyond the direct benefits to business, advertising also delivers a broader economic benefit, because it fuels competition, which drives innovation, quality service and lower prices for consumers,” says John.

    Advertising Pays is being launched at an event tonight featuring keynote speaker Sir John Kirwan speaking about his role as a mental health ambassador and the positive impact advertising has made to mental health awareness.

    Download the report

    *This figure relies on the assumption made by the Ministry of Transport that the cost of a single life in a drink driving crash is $4.54 million.

    Advertising Pays - Deloitte Access Economics Report

    Posted 24 May 2017.

    ​New Zealand spends billions on paid advertising every year – over $3 billion in 2015. But what impact does this investment have on economic growth, employment, social change and innovation? It’s all in Advertising Pays - the comprehensive report by Deloitte Access Economics.

    Key findings:

    Advertising contributes $6bn to the New Zealand economy. That’s 2.4% of GDP and equivalent to six months spending by international tourists.

    Over 44,000 New Zealand jobs are associated with advertising. Advertising employs 12000 people in New Zealand with another 32000 employed in the advertising supply chain or industries supported by the industry.

    Advertising builds business success. It drives sales and builds brands. By involving an advertising agency at the corporate strategy level business can maximise the potential of not just advertising but broader business objective.

    Creative advertising works harder. Successful campaigns can return $17 for every dollar spent.

    And in New Zealand we are globally recognised for our creativity. New Zealand creative work performs highly in global awards and the 2015 Cannes Lions Global Creativity Report ranked Auckland as the 4th most creative city in the world; ahead of Sydney, Tokyo and Bangkok.

    Advertising drives social change. By helping government connect with the public, advertising can deliver positive behavioural change. The NZTA ‘Legend’ drink drive campaign is estimated to have saved 64 lives over the 3 year campaign. A $3.6m spend that delivered a $290m cost saving for society.

    It’s all in Advertising Pays. Take a look.

    Download the report.

    Energi

    Posted 11 May 2017.

    Iceberg

    Posted 11 May 2017.

    Align to Perform

    Posted 11 May 2017.

    ​By Matthew Savage, Acumen Republic

    ​Does the following scenario ring a bell? The leadership team meets, makes a decision and months later everyone wonders what, if anything, has happened? How confident are you that those throughout your business who are responsible for implementation are working to common objectives and goals?

    We are in the era of ‘business transformation’. Driven largely by the technology revolution, many of our clients are re-examining their businesses’ goals and objectives: their market positioning, internal and external communications and in some cases, their entire organisational structure. A key part of the discussions we are having with our clients, as they manage their transformations, is about the importance of ‘alignment’.

    Our modern, connected, multi-location, decentralised and outsourced, businesses present significant challenges at the best of times. Controlling these complex levers in pursuit of success is no mean feat. Throw in the highly competitive and fickle environments most businesses operate in, and getting all employees heading in the same direction is vital.

    Alignment is a key driver of future success. With so many businesses moving away from their traditional paths, alignment is about getting everyone throughout the organisation focusing on the same goals and objectives – from the shop floor to the executive leadership team.

    When an organisation is aligned, all its parts mesh and move together as one. All employees have clarity of purpose, understand and can articulate the business’ goals and objectives.

    A view of alignment that particularly resonates with me is US-based management consultant Howard Guttman’s. As he succinctly puts it: ‘an aligned organisation has a straight line of sight that goes from its strategy to its customers’. All available resources at all levels within the organisation are then brought to bear on that line of sight resulting in a ‘highly performing organisation that is fiercely competitive’.

    There are additional benefits to alignment too. As change can be unsettling, having clarity and understanding through alignment goes a long way to removing anxiety and gaining buy-in from employees. Alignment is also an enabler of decisive leadership and agility, lifting the confidence of senior decision makers to make faster decisions and take advantage of opportunities as they present.

    There are five key areas within a business that need to be addressed and synced to achieve alignment. We always start with the leadership team, ensuring they agree on the strategy – the fundamental future goals and objectives of the
    business and are committed to organisational-wide alignment. From there we move through the organisation, aligning each area in turn by asking and responding to the following questions:

    Deliverable alignment – is the work that the employees are engaged in on a day-to-day basis supportive of the strategic goals and objectives?

    Responsibility alignment – are all the roles and responsibilities clear and focused on the deliverables and strategy?

    Decision making alignment – is it clearly understood and explicitly endorsed how difficult decisions are made and who makes them?

    Relationship alignment – are the interpersonal relationships within teams who are working on the areas of strategy, deliverables, responsibilities and decision making protocols conducive to success? Active mining of conflicts may be required to get this area aligned so while potentially uncomfortable to address, relationship alignment is crucial to overall success.

    On the flip side, I have experienced first-hand how precious and scarce financial, capital, intellectual and human resources can quickly get diverted from the desired ‘line of sight’. When this happens, it can feel like being caught in a never ending closed loop of internal problems and issues. Competitiveness is stifled, performance wanes, decision making stops and people inside the organisation take on a bunker mentality, protecting their patch and seeing everyone but themselves as the cause of the problems.

    So, if you’re wondering what, if anything, has happened since your last leadership team meeting or your answer to my initial question was ‘not very’, then maybe it’s time to align.

    2017 Sandy Smith Inspiring Individual - Julie Ann Hedges

    Posted 10 May 2017.

    ​MediaWorks have long supported this award for someone in the industry who has shown great generosity of spirit and made a significant contribution to their company’s culture and success.

    The 2017 winner of this special award is Julie Ann Hedges of MediaCom. Those who nominated her acknowledged her as a straight-shooter, talented thinker and an enormously encouraging leader.

    Watch the video below:

    Commercial Partners

    Posted 5 May 2017.

    2017 Beacon Awards in association with NZME - Gold Case Studies

    Posted 4 May 2017.

    ​Take a look at the videos below explaining why these deserving campaigns won GOLD and the case studies that accompany them.

    ​FCB Media - New Zealand Fire Service, Made From Remains

    Read the case study

    MediaCom - Safekids New Zealand, Check me before you turn the key

    FCB Media - Flight Centre, Gifts That Go Places

    Read the case study

    MBM - J.H. Whittaker & Sons Ltd, The K Bar Experience

    Read the case study

    Ogilvy & Mather NZ - New Zealand Police, Do you care enough to be a cop?

    Read the case study

    FCB Media - Volkswagen, The Many Faces of Tiguan

    Read the case study

    FCB Media - Maritime New Zealand, Nudging to a New Normal

    Read the case study

    FCB Media - Inland Revenue, Finding the Unfindable

    Read the case study

    MediaCom - Maori Television, Lover Boy or Lavalava Boys?

    CAANZ becomes Commercial Communications Council

    Posted 4 May 2017.

    The Communication Agencies Association of New Zealand has undergone a change of identity and will now be known as the Commercial Communications Council.

    ​With the industry broadening well beyond traditional agency boundaries it was time the body reflected these changes. No matter what the name though, the purpose of the Commercial Communications Council remains the same; to represent the interests of members on issues affecting the industry, and to champion the contribution that the creative thinking of our members makes to New Zealand business and society.

    The three C’s succinctly sum up the essence of the body. Commercial, as we are engaged in business at our core. Communications, as this is the primary role of the industry. And Council, a panel of experienced professional advisors.

    A new logo symbolising the three C’s and the multiple members at its core has been designed by Special Group.

    Paul Head, Comms Council CEO says:

    “As the Commercial Communications Council, our role continues to be to champion the contribution the creative thinking of our members makes to New Zealand business and society.

    We work to promote our members and their interests and tackle issues on their behalf. We work closely with a broad range of industry stakeholders including clients, media owners and government to make sure our members have a voice. We also provide industry leading training and professional development to ensure the industry is equipped for the changing landscape and we have active programmes to support diversity and inclusiveness in the industry as well as for fostering young talent”.

    2017 Winners of The Beacon Awards in association with NZME

    Posted 3 May 2017.

    ​Congratulations to all the winners!

    Download the full list of results here

    See the photos here

    ​MAJOR AWARDS

    Best in Show - sponsored by SKY Television: FCB Media, New Zealand Fire Service, Made From Remains

    Media Agency of the Year - sponsored by NZME: FCB Media

    Advertiser of the Year - sponsored by NZME: Safekids New Zealand

    Sandy Smith Inspiring Individual Award - sponsored by MediaWorks: Julie-Ann Hedges, MediaCom

    Media Business of the Year: Adshel

    Sales Person / Team of the Year: The Media Collective at Bauer Media Group

    FCB Media - Best in Show
    FCB Media - Best in Show

    Safekids New Zealand - Advertiser of the Year
    Safekids New Zealand - Advertiser of the Year

    FCB Media - Media Agency of the Year
    FCB Media - Media Agency of the Year

    The Media Collective / Bauer Media Group - Sales Person/Team of the Year
    The Media Collective / Bauer Media Group - Sales Person/Team of the Year

    Adshel - Media Business of the Year
    Adshel - Media Business of the Year

    Julie Ann Hedges - Sandy Smith Inspiring Individual
    Julie Ann Hedges - Sandy Smith Inspiring Individual

    WATCH: Peter Field - Effectiveness in the Evolving Media Landscape

    Posted 3 May 2017.

    ​CAANZ in partnership with TVNZ presents: Peter Field - Effectiveness in the Evolving Media Landscape.

    The keynote address was held at TVNZ on 23 March 2017.

    INTRODUCTION: We have a problem, seven in fact

    PROBLEM 1: Short Termism

    PROBLEM 2: The myth of the death of mass marketing

    PROBLEM 3: Ignoring the power of video

    PROBLEM 4: Obsession with unpaid media

    PROBLEM 5: Fanatical pursuit of ROI

    PROBLEM 6: The pursuit of ‘timely and relevant offers’

    PROBLEM 7: Damaging activation overweighting

    Speak Up - They’re Listening

    Posted 24 April 2017.

    ​By Samantha Osborne, Managing Director - Mindshare

    ​Barely a decade ago, the idea of asking a device in your home to order a taxi, read the headlines or turn the lights off was still firmly in the realms of science fiction. But with 11 million Amazon Echo devices sold since mid-2015 and 20 per cent of mobile searches on Android made by voice, our relationship with technology has moved past keyboard, mouse and touch screen to our most natural form of interaction: the voice.

    Voice is now a viable consumer proposition thanks to recent developments in speech recognition (error rates are now at human parity at five per cent) and natural language processing (NLP). We can expect further improvements too, as machine learning benefits from continuing investment from the tech giants and the datasets produced by widespread consumer adoption.

    Research into the voice technology landscape and its implications for brands and marketers was carried out earlier this year by J. Walter Thompson Innovation Group London and Mindshare Futures. Released this month, the resulting trends and insight report, Speak Easy1, found that voice interaction will redefine not just how we live our lives, but the digital advertising landscape and how brands reach consumers. Key findings centred around consumers’ attraction to voice for its efficiency; their growing reliance on voice assistants and their suggestions; and what that means for brands.

    Neuroscience research undertaken for the report showed the brain doesn’t have to work as hard to receive spoken information – backing the 41 per cent of regular voice users who say they use it when feeling lazy. It’s easy to see how this could extend to consumers’ wider decision making: if it becomes easier to speak to a voice assistant than type a search query, it may also prove easier to follow the assistant’s proactive suggestions than think through alternatives. For brands, the opportunity will come in being selected for recommendation ahead of competitors.

    The commercial reality of this therefore requires a shift in thinking. Chief Digital Officer of GroupM Worldwide, (Mindshare New Zealand’s parent company), Rob Norman, describes it as a move from “intelligence workers” to “imagination workers”. Writing after Speak Easy’s release, Norman proposed that instead of feeling threatened by a voice assistant such as Amazon’s Alexa simply replenishing a brand at a consumer’s request and storing that brand preference away in its eco-system for next time, those in marketing should instead consider how they could affect that request. “The imagination worker might ask themselves how the consumer knows which brand to ask for and, more importantly, how to maintain or disrupt the inertia of that request – or how to be a ghost in the machine. They might also be encouraged by the idea that in Alexa’s world the consumer has no opportunity to experience the in-store moment of truth, and that this has forced a large-scale reallocation of marketing investment to store promotion.”

    Major brands are already testing the advertising waters around voice. In mid-April Burger King launched a TV campaign in the US with a script designed to trigger voice activated Google devices to read a Wikipedia description of its Whopper burger, but was forced to tweak the ads when Google appeared to disable the functionality shortly afterwards. This too will be part of the challenge for brands: reappraising their relationships with Google and Amazon as voice strengthens their role as consumer gatekeepers.

    The relationship between consumers and voice assistants will only deepen as technology improves, with 60 per cent of smart phone users agreeing they would use voice assistants all the time if they could have a more human dialogue. Brands therefore need to ensure they understand users’ needs and that their services or content can be accessed easily through voice in a simple, intuitive manner. (At the extreme end of these relationships, the report also found more than a quarter of regular voice users say they’ve had a sexual fantasy about their voice assistants, but it’s worth noting these users are significantly more likely to be young, male and affluent.)

    What brands will need on their side in this new AI-driven world, as Rob Norman suggests, is those who can think about how, why, and what if? It will be the role of these imagination workers to keep consumers’ curiosity alive – rather than let the algorithms dominate.

    1 J. Walter Thompson Innovation Group and Mindshare Futures (2017). Speak Easy – the future answers to you. Retrieved from http://www.mindshareworld.com/sites/default/files/Speakeasy.pdf

    The Grey Areas of Instagram’s Influencers

    Posted 12 April 2017.

    ​By Holly Lindsey, Content & Brand Experience Director, Fuse

    ​The rapid increase in demand for influencer marketing is fuelling grey areas on Instagram with an upsurge in bought followers and likes, engagement bots and ‘comment pods’ becoming increasingly popular within the Instagram community in the past year. More than ever, the authenticity of engagement – from a brand’s point of view – is questionable.

    Instagram’s inability to report on the demographics of engagement on unprompted posts makes it difficult to analyse the performance of an influencer’s content and therefore its value to a brand and its audience. Yet the demand to partner with influencers with huge followings and quick engagement is higher than ever, fuelling a temptation for influencers to engage in these activities. It’s vital that brands and agencies understand the grey areas and how to effectively plan an influencer marketing campaign that delivers real results.

    Bots: A robot that will ‘like’ and comment on Instagram content on behalf of the influencer. This encourages others to follow back and engage with their content. Signs of bot activity can be a quick increase in followers and/or constantly engaging in content at all hours. Building an Instagram following organically is a long, slow process. Unless content is being re-shared on other accounts or there’s another traffic driver, a sudden increase should ring alarm bells.

    Bought Followers and Likes: Bought fake Instagram followers and engagement offers little genuine influence. Inactive followers and odd locations are just a couple of tell-tale signs that something fishy might be going on.

    Pods: A comment pod is made up of a group of influencers who support each other’s content. Once a post goes live they share it with the group, who quickly ‘like’ and comment. This is a way to encourage quick engagement – increasing the chance of the content being shared in Instagram’s trending section and opening it up to a wider audience. Comment pods may encourage genuine relationships between influencers with a similar niche and can help drive traffic back to a blog, but on the flip side the comments and engagement are part of the commitment within the pod group, therefore not necessarily about the content posted, making the performance of #ad or #sp (sponsored post) content unclear to a brand. Comment pods are neither good nor bad, but something advertisers need to be aware of when assessing engagement levels.

    With organic reach and engagement increasingly difficult to achieve, social followings shouldn’t be the primary reason for selecting an influencer, as only a small portion of their followers will be served this content organically. Additionally, we don’t know how authentic these followers are.

    Instead, invest in the content, not the following. Work with influencers as content creators. Look for those who produce quality, engaging content; who tell real stories and share real experiences and honest recommendations.

    Identify influencers who can integrate the brand story in a natural and genuine way; whose content aligns with the brand. It is this content that can add value to your brand and audience. The more genuine and engaging the content, the more genuine and engaging the conversation.

    Use their content. Share it across your owned channels and target to your audience or repurpose across other forms of media. Create a genuine, natural presence on Instagram by integrating their content into your social calendar. Think of the partnership as a collaboration and an opportunity to share content and audiences.

    Determine their level of influence based on how their content performed against your audience, i.e. the engagement rate on promoted and targeted posts. Ask for screen shots showing reach and engagement on their recent Instagram posts. If the content has reached 300 people and engaged 290, there is clearly something awry. Ask to see screen shots of their Instagram stories and compare the total number of views on their story with their total following.

    Partnering with the right influencers to create genuine, credible, shareable content that engages a real targeted audience can be highly valuable to a brand, but ensure you understand where the numbers on Instagram come from and put value in the content not just the metrics. Good content will continue to deliver well after the influencer has finished promoting it.

    Brands, Business Ethics and Democracy

    Posted 4 April 2017.

    ​By Paul Head, CEO CAANZ

    ​There is a disturbing trend rippling through the Western world (at least, depending on your politics) with the rise of Donald Trump, Nigel Farage, and populism more generally. While ominous comparisons with the 1930s are premature at the moment, they may yet prove to be somewhat accurate, as those who have not learnt the lessons of history could well be doomed to repeat them.

    However it plays out, the rise of populism is merely symptomatic of a broader issue: the erosion of trust in the so-called ‘elites’ of the developed world and the institutions they run, and it has serious implications for business and brand owners.

    I’ve just heard a presentation from CAANZ member Acumen Republic of the Acumen Edelman Trust Barometer; a survey across 28 countries measuring the public’s trust in a range of institutions including NGOs, business, media and government. Across the world, people see “the system” failing and trust in institutions is down. New Zealand is no different, which is perhaps surprising given the strong economic performance over the past few years. Across the West there is an undermining of confidence in the entire system.

    Particularly concerning is that the failure of media to predict Trump and Brexit has led to a huge and rapid undermining of confidence in that industry. This sentiment is being revisited upon the media in New Zealand and may worsen globally as Trump increases his attack on the free press in the US.

    Perhaps more surprising is the decline of trust in business. In New Zealand this has dropped over the past 12 months and as businesses that should concern all of us.

    The Acumen Edelman research indicates that companies need to more effectively demonstrate ethical practices, be seen to treat their employees well, and have a core purpose over and above the profit motive. Most business I know would say they’re already doing that – and that’s probably true – but crucially, it’s not the truth as perceived by our consumers.

    So we need to do better. We need to do better at telling our stories, not just to ourselves and our stakeholders, but to the electorate more generally.

    Building trusted brands is a good place to start. Brands that communicate authentically in an engaging way are more likely to be trusted. That’s not news, but the research indicates we need to do more.

    Trust and ethical behaviour go hand in hand. Ethics comprise the foundation of your business character and cannot be compromised without dire consequences. There are no shortcuts when it comes to being ethical: either you do the right thing, or you don’t.

    Former GE CEO Jack Welch once said: “Cut the crap in approaching ethics”. Instead of writing down lots of rules and debating the fine points of legalese, he used one simple question to address the conscience of each individual he employed: “Can you look in the mirror in the morning and be proud of what you’re doing?” That may sound a little homespun these days, but at its core it still holds true. Ethical behaviour sends a message to employees, clients, and members of our community that we care about more than profit alone – and that we deserve their trust.

    Business employs people, it generates growth and it pays taxes. Trusted brands help build trusted businesses. Business collectively is a key institution in society and has a role to play in supporting a robust democracy.

    In a world of sceptical consumers and disenfranchised members of society (the same people, by the way) our job is to build trust in our brands and businesses. Not just for our own sake, but for the sake of society more generally and a stable democracy. We all have a role to play.

    Trade Me

    Posted 31 March 2017.

    KPEX

    Posted 29 March 2017.

    Futurist Anders Sorman-Nilsson: Digital Disruption, Adaptation & Human Transformation

    Posted 28 March 2017.

    The communications industry has long felt the impact of the global transition into a digital world. But the changes are far from over; as giant steps are taken into realms such as augmented reality, the era of digital disruption will only continue. So what’s next?

    Led by global futurist, Anders Sörman – Nilsson, this presentation will prepare you for the battle for the customer of the future and help you seamlessly bring together your analogue and digital worlds.

    Sörman – Nilsson will agitate ‘senior influencers’ into thinking differently about the media landscape, the opportunities of tomorrow and the talent development required to succeed.

    THIS PRESENTATION WILL:

    • Provide key insights into what’s next in the world of digital transformation

    • Analyse the disruptive trends of tomorrow and discuss the implications for your business

    • Demonstrate how to design transformative customer journeys

    • Share strategy maps and resources for closer collaboration between agencies and clients

    • Highlight international examples of “Seamless” brands who are winning the battle for the digital minds and analogue hearts of tomorrow’s customers.

    A MESSAGE FROM ANDERS SÖRMAN-NILSSON

    Watch the video


    BOOK NOW FOR THIS EXCLUSIVE EVENT

    Date: Tuesday 16th May

    Time: 8:30am - 10:45am

    Venue: Kensington Swan, 18 Viaduct Harbour Ave, Auckland (in the KPMG building)


    Cost:

    CAANZ Member - $175 + GST p/p

    Client of CAANZ Member - $175 + GST p/p

    Non Member - $250 + GST

    FULLY BOOKED

    Please advise any dietary requirements.


    Notes:

    There is no parking on site and we recommend you take a taxi. Alternatively, there is a Wilson carpark close by.

    Normal CAANZ Terms & Conditions Apply. Registrations invoiced by CAANZ.

    CAANZ acknowledges the outstanding support Kensington Swan Lawyers has contributed to support the communications industry and this exclusive event.



    Val Morgan Outdoor

    Posted 22 March 2017.

    Axis Awards 2017 Lifetime Achievement Award

    Posted 16 March 2017.

    ​Congratulations to Jen Storey, the winner of the 2017 Lifetime Achievement Award sponsored by TOYBOX. Jen has made a significant contribution to the industry, with her long, rewarded and creative career as a much-loved producer.

    Content with purpose / Learning from the content maestro

    Posted 15 March 2017.

    ​By Dallas Gurney – General Manager, Spark PR & Activate

    ​TV3 didn’t come to Whangarei until the mid-90s. Until then, for me, being home from school sick meant Love Connection and Days Of Our Lives. The latter was so slow-moving the storylines still made sense between days off school. But with TV3 came Oprah. And Donahue. And Sally Jessy too. But Oprah was something else.

    I’m two episodes into Making Oprah, a podcast from WBEZ Chicago about how she changed the face of daytime TV. But not only does this podcast tell the story of the biggest show and broadcaster of our generation, it is full of Oprah nuggets, making it a goldmine for those passionate about content.

    Oprah’s career and achievements have been well documented: The richest African-American of the 20th century; the USA’s first and only multi-billionaire black person; the “queen of all media”. Making Oprah is a rare insight into the world’s most successful content creator and offers valuable lessons for those seeking to navigate an increasingly cluttered content landscape that can too often rely on quantity over quality.

    There are so many stories and catch-cries that content-geeks can learn from, like “staying in your own lane” and “love and fear” being the only true emotions. But a key takeaway for me so far is something that Oprah came across in the early 90s after turning 40. While doing the obligatory “my husband’s cheating on me” and “confronting skinheads”-type shows of the time, Oprah read a book called Seat of the Soul by Gary Zukav. This book talks about “intention”, the notion that our intention towards others is the single most powerful energy in our lives. Zukav’s “intention”, as I understand it, essentially means having broader purpose.

    A complete rejuvenation of the Oprah show followed. It wasn’t enough to do a show because it was shocking or fun or even good TV. It had to have a clear, motivated “intention”. It was during this time the self-help and emotion-centred Oprah we know today was born.

    Nobody would call Oprah a talk show host or an interviewer today. Radio, TV, magazines, book clubs, digital, social – she remains a multi-media powerhouse. What ties it all together? Intention. Purpose. Oprah truly wants us to have better lives. And that desire is clearly genuine. The authenticity shines through.

    In content, in business and in life we cheat ourselves out of being truly outstanding by trading away our intention – our purpose – too cheaply. We might start off solid – a journalist wanting to stem corruption by holding politicians to account, or a radio host building pride in their town by being its biggest advocate. But then, over time, we cut corners. The daily clicks or ratings start to guide us. We look to save a bit of time. Outsiders make fun of it and we hesitate. Before long our purpose is just an ambition. And then it finally gets filed in the bottom drawer.

    Oprah’s story is a reminder of what’s possible when you keep focused on the real reason you’re doing what you’re doing. That flows right down to a single social post, the writing of an article, filming of one video or an individual break on a radio show.

    Content is not a volume game. No pride should be taken from how much content is created, only in the impact the content has. Purpose beats quantity every time.

    2017 Axis Award Winners

    Posted 15 March 2017.