AMP’s Mike Weeding to deliver keynote on human-centric design at ad:tech Sydney

 Sydney, January 31: Comexposium, the organiser of Australia’s flagship media and advertising event ad:tech, is delighted to announce that AMP’s Director, Digital and Design Michael Weeding will deliver the keynote address at ad:tech Sydney on March 22-23.With the pressure to innovate stronger than ever, and with digital customer experience redefining competitiveness within the finance industry, AMP has been leading the way in bringing the thinking, talent, and capabilities of Human-Centred Design and Behavioural Economics and linking this with a faster and better pipeline for digital solutions. During his presentation Weeding will tell the story of how one of Australia’s oldest companies has pioneered design thinking and digital in the design an innovative approach to delivering financial advice as well as the Bett3r account, one of Australia’s most awarded innovative transaction banking account in 2017.“Our business challenges are never unique, and right now every organisation on the planet is focused on creating deeper connections with our customers or target market through delivering personalised and targeted digital experiences,” Weeding explains.“At AMP we recognise that innovations that are born out of customer empathy and insight-driven design will ensure we design market leading digital products and solutions. As a result, we have built our processes so that customer insights drive our digital roadmap.“There is no better way to accelerate your knowledge than to learn from others as they share their experiences, their successes and their failures. AdTech always delivers a broad array of speakers and delegates across all industries — the perfect environment to learn, network and play.”This year, ad:tech will introduce an entirely new structure based on the theme of ‘Pioneers and Settlers’. The event will be split into two streams, with the Pioneers channel focusing on where new territories are being forged, enabled by digital transformation, and delegates will hear from leaders in this space. The Settlers channel will help inform attendees on the common digital channels, including Programmatic, Search, Mobile, Measurement, Attribution, IoT, and Digital Creative through masterclasses and hands-on experiences.Ad:tech will take place in the Hilton Hotel in Sydney on March 22-33. To register for tickets or free delegate passes, go to

How purpose drives success – Eat My Lunch founder Lisa King

Marketing speaks with Lisa King, founder of New Zealand social enterprise start-up Eat My Lunch.This article was sponsored by ad:tech to let readers know about ad:tech 2018, 22-23 March in Sydney. This year’s event focuses on the theme of ‘Pioneering’, and sees the annual conference and exhibition partner with LinkedIn for the first time. After 15 years working in large FMCG companies and marketing for some of the country’s biggest food brands, Lisa King decided to put her commercial acumen towards doing something that would make a positive impact in the community. In 2015, she launched Eat My Lunch. The enterprise aims to address the fact that in New Zealand, 28% of children live in poverty and thousands go to school without lunch each day. Eat My Lunch (EML) empowers consumers to make a difference: every time they purchase an EML meal, a Kiwi kid gets a lunch.Today it has given over 600,000 lunches to kids in 55 low-decile schools in Auckland, Hamilton and Wellington. It’s been the recipient of numerous awards and Lisa was awarded a Women of Influence Award in both 2016 and 2017. Prior to her appearance at ad:tech 2018, she spoke with Marketing about Eat My Lunch’s values and success and how social enterprise can play a key role in business success.You’ve moved from large-scale FMCG brands to a small start-up. What was that like?We wanted to create a small business that is led first and foremost by our values: caring, doing and giving. We didn’t have any other agenda – no profit targets, no stakeholders to appease, no defined roles, limits or set views on how we should do things because we were in the start-up phase. This resulted in a learning model that was about doing, learning and then adapting, as opposed to research, discussing and then implementing. This means our ability to make things happen is much higher and we also generally have a bigger appetite for risk.Our new product development cycle is around two weeks from when we come up with an idea – like a new recipe – to when we trial it in the market.The other big difference is the freedom of self-expression – at EML you wear what you want, we have very flexible working hours, staff choose start and finish times, there is a very relaxed environment with no hierarchies (a good example of this is in the kitchen where we don’t have titles and Michael, our head chef, will sweep the floors or do the dishes) – everyone just mucks in and does what is necessary.The team also has a huge amount of autonomy and freedom to define their own roles because the business doesn’t have clear guard rails and our requirements are always changing. We have created and maintained a large family culture – especially because we started from our home. And because we asked for help from volunteers, we had to open up our home and ourselves and be completely transparent. Anyone can walk in and see what we do.One of our core values is doing – which means that we don’t talk a lot about things, we show through actions. For example, there are no formal pay reviews. When the company does well, people automatically get a pay rise – there is no discussion and no set timing for this. We share in the success of the company automatically, not when it’s required or just at the end of the financial year. Kris who started with us from the beginning has had around eight pay rises in the 2 years.What are your tips for brands and marketers considering social enterprises?Just be authentic and genuine. EML works because our purpose is at the heart of everything we do. We don’t have to manufacture stories or spin messages. Transparency is key: we allow our customers to come in and see what we do by enabling them to volunteer to make the kids lunches. This creates huge engagement and advocacy.Ensure that you have a great product that serves a real consumer need and continue to deliver high quality and service. It doesn’t matter how strong your purpose is, consumers will not come back if the product is sub-standard.Any enterprise, even a social one, will not last if it is not commercially sustainable.What role does tech play at EML?I always tell people that we are a tech and logistics company that just happens to make lunches. Technology drives the business and is key to ensure we continue to have a relevant and scalable business.What will you be discussing at ad:tech?How purpose can drive commercial success. From its inception Eat My Lunch has been about increasing good, not just making money. Eat My Lunch has gone from a small business run out of a family home to a social enterprise that has captured public imagination on how business can drive social change.I will talk about how having a social purpose at the heart of the business, has created a model that not only makes a difference to the lives of thousands of Kiwi kids but is key to building a commercially successful enterprise. EML has shown that doing good and making money can co-exist and is a way forward for businesses.–In addition to an impressive line-up of speakers, ad:tech has partnered with LinkedIn to bring you the perfect conference lounge experience and ensure you get the most out of ad:tech! Refresh your profile pic in the professional LinkedIn headshot area, connect with that someone you’ve been trying to meet for ages through the event app, schedule a time to connect in the custom built meeting area and re-energise with a variety of zones.This year, the theme for ad:tech is ‘Pioneering’. The agenda is now live »Read this article on Marketing Mag here

In 5 words: Zeus Unwired

We are challenging marketing and ad-tech leaders to answer a series of questions in five words or less . No frills. No fluff. Just rapid-fire responses. Rob Marston, Founder of Zeus Unwired is in the hot seat to continue this series in Australia: [[{"fid":"2032","view_mode":"default","fields":{"format":"default","field_file_image_alt_text[und][0][value]":"","field_file_image_title_text[und][0][value]":""},"type":"media","attributes":{"height":"321","width":"800","class":"media-element file-default"}}]] What are you passionate about?How tech can impact life What do you love about marketing?How far reaching it's become What don't you like about marketing?Over reliance on FB/Google Your favourite form of content?VR and experiential content Top three trends of 2017?iPhone X, video and attribution  Gamechangers for 2018?Blockchain, IoT, Adoption of AR Who is the most influential pioneer in your mind?Arthur C Clarke (1964 predictions) What keeps you awake at night?To buy bitcoin or not AR/VR - Fad or here to stay?Here to stay, when ready. How does Aussie innovation compare with the world?Badly, but getting better Automation: friend or foe?Absolute friend. Still in infancy When are the robots coming?They're heeeeerrrreeee (if you're looking) iOS or Android?It's always been iOS Favourite meal? Why?Roast! It's just so analogue. Rob will be at ad:tech Sydney on March 22-23, 2018 (having longer than 5 word conversations). Want to be part of it? Register today and snap up early bird prices at

In 5 words: Antimatter

We are challenging marketing and ad-tech leaders to answer a series of questions in five words or less . No frills. No fluff. Just rapid-fire responses. Iain McDonald, Founder, Antimatter is in the hot seat to kick off this series in Australia:[[{"fid":"2021","view_mode":"default","fields":{"format":"default","field_file_image_alt_text[und][0][value]":"","field_file_image_title_text[und][0][value]":""},"type":"media","attributes":{"height":"277","width":"800","class":"media-element file-default"}}]] What are you passionate about?Solutions to problems worth solving.  What do you love about marketing?The fact it's becoming democratised. What don't you like about marketing?The BS. The waste. Your favourite form of content?Curated. Anything inspiring. Top three trends of 2017?Cryptocurrencies, SaaS, Virtual Assistants. Gamechangers for 2018?AI, Automation, Sensortech, Clean Energy, IoT. Who is the most influential pioneer in your mind?Currently it's Elon Musk. What keeps you awake at night?Lack of Australian companies innovating. AR/VR - Fad or here to stay?Fad, but maturity by 2025-30. How does Aussie innovation compare with the world?Statistically we rank 81st. Automation: friend or foe?Both. A double edged sword. When are the robots coming?Already here. Watch out. iOS or Android?Android, but both are important. Favourite meal? Why?Fish. Need the brain food. Iain will be at ad:tech Sydney on March 22-23, 2018 (having longer than 5 word conversations). Want to be part of it? Register today and snap up early bird prices at

Making your mark by moving beyond marketing as usual

Making your mark by moving beyond Marketing as Usual In a world beset with an ever increasing roll out of new ‘must have’ technologies, atop the ever-evolving expectations of consumers who now dictate when, where and how they will let brands engage with them, it’s somewhat appropriate to reflect on Albert Einstein’s quote about insanity; “The definition of insanity is doing the same thing over and over again, but expecting different results” This is a truism from a modern marketer’s standpoint. Whilst it may be tempting to stick to the tried-and-true marketing methods that served you well yesterday, when every man who can ride a skateboard wearing a bow-tie can capture the attention of consumers with little more than a mobile phone, marketers must rethink the way they capture and retain the attention of consumers, or else.  A solid structure to use to frame this model of rethinking marketing spend is the 70:20:10 investment model, where 70% of budget is allocated to 'marketing as usual', 20% is invested in media that’s going mainstream, and the final 10% is invested in any activity that turns heads and stands out.Now, whether this 10% is invested in response to real-world triggers - like #newshacking - or simply into new technology or formats that standout for their elegance or simplicity is up to you, so to guide your thinking, here are a few solid examples of brands rethinking relevance by moving beyond MAU.                                                                                                                              L’OREAL - Augmented RealityIn 2017, L’Oréal and Perfect Corporation announced a partnership that integrates makeup collections from L’Oréal brands in YouCam Makeup, an augmented reality (AR) beauty app.  The collaboration offers customers the opportunity to virtually experience makeup collections from L’Oréal brands, learn about the products, and shop through the app or in-store. Lubomira Rochet, Chief Digital Officer of L’Oréal, says that “the alliance accelerates on building omni-channel services to enhance the consumer experience at every touchpoint. Virtual make up, livestreaming, augmented reality shopping are key features in a modern beauty journey that mixes online and offline. These services delight our consumers and increase conversion rates for our brands.” The partnership started with L’Oréal Paris and Yves Saint Laurent in Japan. The first phase began during the 2017 Cannes Film Festival where YouCam Makeup and L’Oréal Paris showcased 64 virtual beauty looks for fans in the U.S., India, Mexico, and Russia to try virtually in the app. Rochet said that “It’s an immense source of data in terms of understanding what consumers like, what they like less in terms of colors, looks, textures.  For our marketing and our labs, it’s a great source of insight in terms of trends and it helps us deliver makeup collections.” YouCam Makeup is available for free download on the App Store and Google Play.  MATCH.COM - 3D recently launched a 3D printing ad campaign in London designed to showcase examples of its male members for women. The project involved a pop-up shop called “Model Males” featuring 3D-printed figurines of seven fictional Match bachelors. Each bachelor was packaged like a doll, with contact information and a short bio inside.  Female visitors were greeted with a complementary glass of prosecco, which they drank while perusing the men’s written features, including age, career, and “best qualities.”The campaign was conceived of by Match’s ad agency Brands2Life, which collaborated with Mini You, an East London 3D printing specialist, to make the miniature figurines. Vicki Pavitt,’s dating expert, said “Dating should always be fun.  But it can be tricky at times. The idea behind Model Males is to showcase the brilliant and reliable men that wouldn’t even think of ‘ghosting’ a date.  There are still plenty of gents out there and this is a way of giving women the power and opportunity to find their very own Model Male to take home.”PAMPERS - Social MediaPampers recently released a new ad in the UK promoting the Procter & Gamble brand's Preemie Protection diaper range.  Called “Little Fighters,” the ad aimed to authentically capture the experience of having a premature baby. Created by Saatchi & Saatchi London, it was filmed at Southampton Hospital's neonatal unit, and features nine real families, their babies and the hospital staff.Pampers has long been known for using its social media to enhance its emotional appeal. The company tries to create a community of visitors who can come together to share advice, feelings, and memories.  For the “Little Fighters” campaign, it asked parents to share images of their newborns with a clenched fist on its social media platforms – showing the fighting spirit of babies. For every image shared using the hashtag #powerofbabies, Pampers donated one pound to premature baby charity Bliss.OREO - Influencer MarketingOK, it wouldn’t be fitting to make a list of brands who are rethinking relevance without including Oreo…This year, Oreo launched a sweepstakes called the “Oreo Dunk Challenge” to encourage consumers to post media of themselves with the cookie. The contest urged individuals to post a picture or video of themselves dunking an Oreo into a glass of milk to Instagram, Twitter, or Facebook, while using the hashtag #OreoDunkSweepstakes. Participants had the opportunity to win $2,000 and a VIP trip to an “Oreo Celebrity Dunk Event”. To help promote the campaign, Oreo recruited various social media influencers to create videos of their best “dunks.”  Actor Josh Peck posted a clip of himself making an amazing trick shot, throwing the cookie from afar like a basketball.  Danielle Jonas, with over a million followers, posted a video in which she used her humor by running on a treadmill and attempting to dunk an Oreo cookie.  It received over 200,000 views.  Lastly, influencer David Lopez, known for his humor and filmmaking skills, posted a video that was authentic to his brand.  It generated 240,000+ views and 221 comments.   FINAL THOUGHTSObviously, the 10% of budget invested into new tech and formats isn’t going to dramatically impact ROI, but it’s still a sound investment because any marketer worth their salt knows the importance of prioritizing innovation…or else. So if you’re needing even more innovation inspiration, now’s the time to get tickets to the world’s leading digital innovation event, ad:tech Sydney. It’s the meeting place for forward-thinking marketers to look, listen and learn from the best of the best digital marketers from around the globe.Chris is a self-confessed ‘content geek’ and this passion has helped to shape many industry leading events across multiple regions. TEDx speaker and author, Chris knows that creating fascinating content should be a priority for your brand. 

diginomica article by Paul Wallbank

Brewing cultural change at AB InBev By Paul Wallbank March 16, 2017   Summary: ABI is on a journey of infusing innovation into every part of the organization. That requires a significant degree of cultural change. Here’s how they’re doing it. Trying to shift a large corporation’s culture or attitude to innovation isn’t a simple matter. The lessons of the world’s largest beer company shows how change has to start at the top. At the Sydney Ad:Tech conference this week Tina Wung, the Global Director of AB InBev’s Innovation Community, laid out some of the initiatives the world’s biggest beer company undertook as the organisation dealt with a sprawling global business empire, changing consumer tastes and the rise of small brewers around the world. [[{"fid":"1956","view_mode":"default","fields":{"format":"default","field_file_image_alt_text[und][0][value]":"","field_file_image_title_text[und][0][value]":"Tina Wung – Global Director Innovation Community, AB InBev"},"type":"media","attributes":{"height":"1080","width":"1920","class":"media-element file-default"}}]] The company began its innovation program with the Beer Garage innovation laboratory in Silicon Valley’s Palo Alto, well away from its established St Louis operations. "Essentially in 2011 we decided we were going to double down on innovation. The primary purpose of this office was to do test pilots so that when we found something that was really great we could work with our business teams to scale it up. Following that we instituted functional innovation teams within the businesses, this allows for a lot of scale and allows for more innovation capabilities, being able to test more and being able to scale faster and also to bring in people with that innovation mindset and you start to transform the culture from an employee standpoint from the ground up." Having successfully established the Bay Area facility, the company’s next innovation lab was opened in the US Midwest, much closer to the roots at their Anheuser-Busch operations. "Next we opened up Budlabs in Illinois, in partnership with one of the top Engineering universities to do advanced data analytics, predictive modelling, statistical regressions, artificial intelligence and machine learning to help solve higher level corporate problems. Then we started our own global ventures fund, ZX Ventures, our corporate venture fund of ABI which we are inviting startups in specific areas to invest in and finally we opened up an analytics centre in Bangalore. In the course of just six years we really integrated this idea of innovation not only in the hardware but in the people, in the strategic partnerships that we chose and our branding." Having the backing of the company’s senior management was essential to the initial successes and expansion with that support giving the wider workforce confidence as well. "Everyone in the company had to put a stake in the ground, leadership had to put a stake in the ground and say ‘innovation is important to us and we’re going to invest behind it. It really has made it possible for our employees to believe in this as well." The change also required bringing on board the company’s external partners such as suppliers, distributors and retailers. "A big part of changing our culture involved educating our partners. If you’re the only one that innovates and your network doesn’t then it’s not going to be successful and it’s not going to be widely adopted. One of the first challenges I and my colleagues had was doing basic education with distributors, retailers to show them how consumer behaviour is changing and how technology is affecting them. This mindset is not saturated across all industry sectors equally." With other large consumer goods and retail companies having second thoughts about innovation programs, Wung offered her thoughts on what’s essential for a successful scheme with the buy in of senior management being high on the list. "Coca-cola shut down their founders program, their accelerator. Nordstrom reassigned some of their innovation people and Target shifted their focus on the retail store of the future. The culture really has to embrace innovation from the bottom up in an infrastructure perspective and really have clear focus on what’s going to be accomplished and have the resources in place to enable that." Having a clear definition of what ‘innovation’ is to the business and what the program can add to the company is essential, Wung believes. "Define what innovation means, for those of you at an early stage this is a good time to get clear as far as what do you mean by ‘innovation’, I think innovation is a term that has been diluted because it is so sexy and everyone has it in their title but does it mean that you guys want to disrupt the way you guys want to do business? your infrastructure? is it step change? is it incremental change? in what areas of the businesses do you want to focus on? There can be different definitions of innovations for each of your functions. Just really get clear on what the definitions are. Just really get clear on what it means to you and what the vision is. If the different functions have different desires of what to do with their data, if it’s not used right and unified at the top then the different functions are going to be working against each other. So really getting top dow buy in and alignment on what your innovation needs are, what the vision and what it means is going to make it easier for the people who are going to go out and execute." For ABInBev, encouraging new thinking in marketing campaigns is one way of getting a more innovative mindset into the business along with the idea of encouraging failures with the lean startup mindset of understanding why an idea failed. "70% of the campaign should be bread and butter, the tried and true tactics you know drive distribution, perceptions and brand health, twenty percent are incremental changes on top of that which you can test and ten percent are just wild ideas that you want to try and that’s institutionalised. If that’s one of your targets, think of the things your teams would go ahead and try. Obviously you have to be smart about the failure rate, you have to go off hypotheses and strategic testing on different partners and platforms but if your target is actual failure then you’re going to jump that much higher and test the boundaries of what your teams can do." Ultimately though, it’s the benchmarks staff are accountable to that determine the success or otherwise of innovation programs and it’s easy mis-apply the broader organisation’s KPIs to speculative projects that may not, at least in their early days, meet the financial or operational criteria demanded by management. "Finally, set realistic KPIs. When we were doing these small in-market innovation tests that lasted a month or three, we were applying our business KPIs upon them, we expected them to meet revenue targets, change perceptions even market share. That was really unrealistic and it creates no-go decisions for the innovation roadmap." My take Wung gives a good insight into an aspect of how one of the world’s largest businesses is reacting to a changing world. It would be interesting to hear however how much of the innovation focus has permeated across the company’s sprawling operations across the globe. Another measure of the company’s innovation agenda’s adoption will be how the merger with SAB Miller affects the management culture as the organisation’s leadership tries to meld disparate business practices and cultures ranging from Mexico and the US midwest to Germany and Australia. The key lessons though, of having senior management buy-in and being careful about winding R&D and innovation performance measures into the broader company’s KPIs, are important points and ones that have to be considered by executives and boards of far smaller companies than Wung. Driving a cultural change in any organisation isn’t easy even in smaller businesses so Wung’s points are worth considering for any manager or board member.   Read this article at

CMO article by Azadeh Williams

3 ways ABInBev is marketing beer in a tech-led world Azadeh Williams (CMO) 16 March, 2017 07:31 [[{"fid":"1954","view_mode":"default","fields":{"format":"default","field_file_image_alt_text[und][0][value]":"","field_file_image_title_text[und][0][value]":""},"type":"media","attributes":{"height":"466","width":"700","class":"media-element file-default"}}]] Global brewery giant ABInBev’s global director reveals how the company shifted its marketing strategy to meet the ever-changing demands of digital. The proliferation of disruptive and on-demand alcohol delivery methods is placing increasing pressure on traditional brewery companies like Anheuser-Busch InBev to rethink the ways they engage customers with their global beer brands. “We had to rethink our selling and distribution channels as we have always been predominantly selling wholesale to retailers, we never had that direct connection with the consumer,” ABInBev’s global director, Tina Wung, said at ad:tech Sydney 2017. “So we had to completely rethink our engagement strategy.” A fridge that orders you beer One of the ways the company decided to engage with consumers was by partnering with online delivery app startup, MiniBar, and launching a new digitally-enabled refrigerator that told customers how many beers they have. It then sends notifications to the app, which automatically re-orders for the customer to have the beer delivered to in 30 minutes. “In our pilot launch in the States, we sold out of our refrigerators really quickly in only a couple of months,” she said. “As we did a little more research as to who was buying them, we found out a lot of offices were buying them as an easy way to keep their premises stocked with our beers. So the next phase of our pilot test was to launch larger office refrigerators which we leased out to these companies. “This way, not only were we making revenue on the actual beer delivery, we also basically stumbled along a new business model that was to make money out of these refrigerators.” But the reward Wung said ABInBev really gained from this pilot example was gaining the powerful data the technology provided. “We hadn’t sold directly to consumers before, so we had no visibility as to the point of purchase,” she explained. “We didn’t have first-hand data as to what people were buying or how many for what occasions. But when we partnered with MiniBar, we gained the data right down to the minute and to the geographic areas in which the consumers were buying our products. “This was a huge goldmine for us, not just from a tech standpoint, but from a data insights perspective.” Immersive VR brewery experiences Another innovative project ABInBev rolled out was an immersive reality experience with one of its flagship brands, Budweiser, in order to reinvigorate its appeal to millennials. “Budweiser is one of our older, heritage brands and we needed millennials to give it a second look,” Wung said. “The way we engaged with immersive reality was to be able to show them all the heritage cues, the quality, taste and freshness that would come to life in a way that millennials could be excited about – which we felt would be VR and a multi-sensory experience.” The virtual reality experience debuted at South by South West in Austin Texas in 2016, and gave consumers a chance to virtually experience the Budweiser brewery in St Louis in 4D. “You not only get to experience the entire tour, as though you’re actually there, but you’re also able to smell the hops, feel the beechwood chips and hear the sounds, plus everyone had a sample in the end” Wung said. “I love this example because it’s such a great way for the brand essence to really shine through and bring that brand story to life in such a competitive market such as beer. “We’re now extending this experience to sports and music, and are continuing to innovate in this space.” Beer retail gamification To further increase customer engagement in the retail space, ABInBev partnered with app startup company, Ibotta, in 2016, offering beer shoppers cash-back rebates on the company’s products through Ibotta’s gamification app. The partnership, which runs through February 2018, provides Ibotta shoppers over the age of 21 with special offers on the sale of beer at convenience, grocery and liquor stores, as well as bars and restaurants where legally permitted across the country. “For us, a big part of transforming our culture from within is to educate our partners, and this partnership really lends itself to this accomplishment,” Wung claimed. [[{"fid":"1955","view_mode":"default","fields":{"format":"default","field_file_image_alt_text[und][0][value]":"","field_file_image_title_text[und][0][value]":"ABInBev’s global director, Tina Wung discusses how to embrace innovation at ad:tech Sydney 2017"},"type":"media","attributes":{"height":"821","width":"1280","class":"media-element file-default"}}]] Rethinking what innovation really means Moving forward, Wung suggested more and more companies like ABInBev are starting to successfully rethink innovation. “Culturally, you need to really be able to embrace innovation from the ground up and from an infrastructure perspective – and have a clear focus as far as what it will really accomplish,” she said. “You need to have the resources in place to enable that.” To successfully innovate and embrace a transformative culture, Wung identified several critical factors: Define what innovation means: Innovation is a term that has been diluted, because everyone is throwing it around, but what does it really mean specifically for your company’s vision? There are different definitions for different functions.Get top down buy-in and alignment: This will make it so much easier when you decide to execute.Institutionalise innovation: Allow free flowing ideas to bubble to the top, encourage employees to play and innovate and take away the fear factor. “Finally, allow some room for projects that fail,” Wung said. “We actually made one of our targets fail 10 times, because it encouraged us to just get out there and try. Obviously you have to be smart about it, but you’ll be able to jump that much higher and stretch the boundaries of what your team can do.” Follow CMO on Twitter: @CMOAustralia, take part in the CMO conversation on LinkedIn: CMO ANZ, join us on Facebook:, or check us out on   Read this article at

Mumbrella article by Vivienne Kelly

Clients are taking media in-house because they understand their own business better: HCF marketer  March 16, 2017 10:56 by Vivienne Kelly   Taking media in-house gives marketers greater control and transparency, HCF’s chief marketing officer Jenny Williams has said.[[{"fid":"1952","view_mode":"default","fields":{"format":"default","field_file_image_alt_text[und][0][value]":"","field_file_image_title_text[und][0][value]":"Jenny Williams, CMO at HCF"},"type":"media","attributes":{"height":"643","width":"800","style":"width: 498px; height: 400px;","class":"media-element file-default"}}]] Speaking on the Ad Tech leadership panel in Sydney yesterday, Williams said the old media agency model of “here’s a few million dollars, go generate some leads” is “no longer fiscally responsible”, and in many cases, it’s better to have people in-house working for the brand. “I would argue that the idea of bringing media in-house is about clients having control and transparency,” she said. “What I struggle with is that I have people at a senior level in my business that think about my business seven days a week – well five, they get to take the weekend off. “But these are people who may have come out of agency-side at a client director level, and they do nothing all day except figure out what our brand’s about, what that means for the business, how we optimise it, where our data sits, what they need to pull together, how they need to extrapolate that, what sort of econometric models they need to apply. “We can’t get that level of focus on that problem – which is ‘How do I spend money in a smart effective way?’ – I cannot afford to buy that in an agency, or a consulting firm, because the purpose is about saving money. The purpose is about being more efficient about how I spend the money,” she said. “That’s why we’re bringing it in-house, because we have the knowledge base internally that we can leverage. It doesn’t mean we don’t need the assistance of agencies, I just think it changes their role.” Williams explained clients will increasingly be wanting to control where its money was placed by bringing planning in-house instead of handing budgets over to media agencies. “The challenge is, why would I pay, not only what it costs them to earn money, but an agency margin on top of it? That’s the bottom line. Why would I not hire them myself instead of paying an agency margin? “And at this point in time I can structure their remuneration such that what I want to achieve is what gets delivered and I can invite them to a meeting and not think they’re going to try to figure out how to up-sell. Those are the bottom-line facts about why it makes sense to have people in-house versus outsourced.” This potential conflict between brands and agencies will also see more media agencies merging with their creative counterparts, eHarmony’s marketing director Nicole McInnes said, because brands no longer have time to balance in-house staff and numerous different agencies. “The hard thing is for clients, as our businesses have got more complex, we’ve got less time, and so trying to brief two separate teams for everything and keep two separate teams abreast of everything that’s going on within your organisation, make sure that they’ve got access to the right data at any given time so they can do their jobs – it’s just too hard,” she said.[[{"fid":"1953","view_mode":"default","fields":{"format":"default","field_file_image_alt_text[und][0][value]":"","field_file_image_title_text[und][0][value]":"McInnes: Creative and media will merge"},"type":"media","attributes":{"height":"200","width":"300","style":"width: 600px; height: 400px;","class":"media-element file-default"}}]] “We’re only really small and so I definitely don’t have time to have two or three agencies that I keep up to speed. So my thing is really about consolidation. I think we’re seeing it already. There’s quite a few agencies merging media and creative together and I think that trend will continue as the market becomes more competitive.” Stuart Gurney, national head of strategy at media agency PHD, contended agencies actually see consultancies as their biggest threat, but this was dismissed by Williams. “In some ways you could argue it’s no different. You’ve just got a different rate card in PwC versus a media agency,” said Williams. McInness was in agreement: “I don’t think consultants will be that much of an issue”. Gurney argued consultancies are “genuinely a huge threat”, but conceded the transparency issue was just as pressing for media agencies. “As an industry we have failed in that transparency element and the thing that actually makes me encouraged in this area is the most common question we get asked in pitches is about transparency. So it’s obvious that the industry is waking up to that.” Making it clear she was referring to groups other than PHD’s parent company Omnicom, Jo Gaines, APAC managing director for data management platform Krux, said media agencies needed to start justifying their models. “There’s still an issue with transparency. Like, what technology do you own? What’s your kickback? What’s your mark-up? I think there is a place for being transparent and justifying why you are adding those mark-ups.”   Read this article at