Faster decisions that move profit needle, quantifying loyalty programs' dollar value: Where Optus and Michael Hill go next with MMM

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Black Mirror Season 7 28:30

17 วันที่แล้ว28:30

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We're trying something different this week: a full post-show breakdown of every episode in the latest season of Black Mirror! Ari Romero is joined by Tudum's Black Mirror expert, Keisha Hatchett, to give you all the nuance, the insider commentary, and the details you might have missed in this incredible new season. Plus commentary from creator & showrunner Charlie Brooker! SPOILER ALERT: We're talking about the new season in detail and revealing key plot points. If you haven't watched yet, and you don't want to know what happens, turn back now! You can watch all seven seasons of Black Mirror now in your personalized virtual theater . Follow Netflix Podcasts and read more about Black Mirror on Tudum.com .…

ประมาณหนึ่งปีที่แล้ว 42:07

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The upside of market mix modelling (MMM) is it “certainly helps with credibility,” when proving marketing’s return on investment, per Optus consumer marketing boss Cam Luby. The downside is that it spits out a shedload of data. Hence Mutinex combining its real-time MMM platform with an AI-powered co-pilot called Hendren to hep marketers more easily interrogate and interpret the data with prompts – and shortcuts next best actions. Optus’ marketing team is already putting it to work.

“The MMM gives us the opportunity to understand something we previously couldn’t; Hendren gives us the ability to understand that faster and make decisions quicker. It puts the data we have to better use,” says Luby.

“It facilitates a really valuable discussion about the outputs that we should expect from marketing and puts it in terms that matters to the business. Our finance team … they're not really that interested in buying media. They're interested in the outcome for the business.” Using Mutinex’s MMM has enabled Optus’ marketing team to prove hypotheses and adjust channel allocation as a result, “and that's yielded increases for us,” says Luby.

Michael Hill CMO, Jo Feeney, is about to plug in the Mutinex platform and will use the first model as a “performance review ... to make sure that every dollar we're spending is being spent in the right place, and it's actually paying back”. Plus, she aims to demonstrate that generating retail sales requires a little more than lower funnel performance tactics and offers. Likewise “myth busting” some misconceptions that may be held by management, such as “no-one watches TV anymore”. More broadly, Feeney wants to prove marketing’s P&L contribution over any perception of marketing as a cost centre.

After that, Feeney’s keen to prove the value of Michael Hill’s rapidly growing loyalty scheme – now at 2.5m members – and the dollar value of its owned channels versus paid media. “I've got some early data, but to be able to put that through a model like this as well would be amazing.”

Mutinex’s Will Marks says “repointing” Mutinex’s GrowthOS engine to do exactly that is top priority for 2025, alongside “supercharging our forecasting and optimisation capability so that we can help marketers get to different scenarios faster and easier” – and with deeper granularity on what’s really going on within channels.

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Faster decisions that move profit needle, quantifying loyalty programs' dollar value: Where Optus and Michael Hill go next with MMM

Mi3 Audio Edition

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385 ตอน

#Business News #Australia Current Affairs #Australia #PodcastOne Australia #Andrew James #News

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The CMO Awards podcast Ep2: Tourism Australia, Google and ABC marketing chiefs on how they have won friends and influenced people – from CEO and exec stakeholders to staff 51:42

6 วันที่แล้ว51:42

51:42

Host: Nadia Cameron - Editor - Marketing | Associate Publisher Being able to convince others is the most critical skill marketers need to possess – the whole job of marketing is to influence consumers to consider then purchase your brand, after all. But as marketers progress into senior management positions, they also need to get better at getting team members as well as executive leadership and internal stakeholders onside. In episode 2 of The CMO Awards podcast series, powered by Mi3, three leading marketing chiefs who exhibit influence in spades tell us how they’ve done it: Former Google director of marketing ANZ, Aisling Finch, Tourism Australia CMO, Susan Coghill, and Creative Australia executive director of development and partnerships and former ABC director of audiences, Leisa Bacon. For Finch, who spent 13 years with Google, advocating for the local market to global stakeholders was a daily job. Having started with an Australia-first advocacy approach, picking and choosing the metrics that told the story she wanted to tell, she switched a blunt instrument for nuanced engagement and putting herself in the listener’s shoes. “I found it actually quite a disarming strategy to almost go the opposite way of advocacy and say to people: ‘Okay, so we're 55th in population in the world, why are you even spending time with me?’ It’s almost that underdog card. But then you build a bit of credibility – you bring data, bring empathy… and you start to build a story. It's quite disarming and builds trust when you say, ‘interesting, we’re 55th in terms of population, but guess what, we’re 13th on GDP. And look at the willingness of consumers to spend on smartphones, or content,” she says. “Putting yourself in their shoes, being empathetic, and bringing in data without over advocating – I found that to be more effective.” That, and sharing the odd Tim Tam, she quips. Being honest and sharing bad news early is another must CMOs agree on. Coghill, has a “no surprises” rule she applies from team to CEO, finance team, and corporate affairs. “I joke with them I am still a Catholic school girl and feel the need to confess everything and bring everybody into the tent,” she jokes. “But it has served me well, and it has kept my colleagues well informed and able to help me when and where I've needed it.” It’s a similar philosophy for Bacon. “In media – and especially the ABC – you are so heavily scrutinised, you have to be transparent about the good and bad all the time,” she comments. “I would apply that going forward to every job I would do. Transparency builds credibility, it builds trust, but it also is just a good way of working.” Bacon adds: “You can’t actually have influence without credibility, and you need to do things to actually build credibility”. This CMO Awards podcast series is hosted by Nadia Cameron, associate publisher and editor of marketing at Mi3, plus program leader for the CMO Awards. See omnystudio.com/listener for privacy information.…

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Short-term ‘trap’: Oxford Uni professor warns on TV industry plan to build outcomes model – but still thinks they should build it; says agencies hold key to advertising beyond reach, and can lift… 49:43

14 วันที่แล้ว49:43

49:43

Oxford University Associate Professor Felipe Thomaz was a runaway Mi3 hit last year with a peer-reviewed paper that smashes the economics and relevance of audience reach. His analysis – based on 1,000 campaigns and a million customer journeys via Kantar and Wavemaker data – finds blunt use of reach will not deliver business outcomes, because not all reach is equal. Business outcomes was all the talk at the Future of TV Advertising last week, with industry backing the build of a real-time dashboard via Adgile Media to map and measure impressions delivered to hard results close to real-time. Thomaz thinks it’s a start but warns industry risks falling into a “trap” of short-term skew, essentially applying performance metrics to a brand channel. “That worries me,” per Thomaz. “We know from decades of existing research that the long-term impact of advertising is twice the short-term impact of advertising.” But that doesn’t mean industry shouldn’t build it. Per Thomaz, “It's definitely the right path, and we can do this, but we cannot stop there. This is low hanging fruit. You start there, start measuring and say, ‘look, I'm getting outcomes’ … But you cannot ignore the fact that the future exists.” However, he thinks if industry builds it – and keeps building – it could pay off. “If you're eating low hanging fruit and everybody else is eating off the floor, you're golden.” Meanwhile Thomaz thinks agencies could be the key to cracking the code on moving beyond reach and into outcomes because they have enough visibility on pool of clients and, potentially, their data. He says one big global brand owner that has in-housed most of its media is finding exactly the same thing as his paper suggests – and making major gains as a result. Thomaz says that code is all outlined in his paper – and any agency can lift it. “They literally can just go steal the code and run.” Now he’s working on another paper – aiming to prove the impact of different media channels and beyond – including touchpoints like “customer service and salespeople and their effectiveness in driving different outcomes” within different categories. “This is interesting for the people that own those channels, because suddenly they're not competing just on audience size – they're competing on value derived from that audience,” says Thomaz. “That is what media owners are going to be really interested in: Can I charge more for an impression on my platform for this client because they'll get 6x the return [versus another channel].” See omnystudio.com/listener for privacy information.…

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Suncorp, OMD and Foxtel talk TV, streaming and sport sponsorships and where media measurement, outcomes need to go next 33:20

18 วันที่แล้ว33:20

33:20

It was the sudden declines in footy audiences that did it for Suncorp Executive Manager of Media, Greg Kearney and OMD Chief Media Partnerships Officer, Marelle Salib. They knew that diehard sports fans don’t just ditch their teams overnight. But Kearney and Salib had years’ worth of market mix model (MMM) data that countered the volatile numbers coming from OzTAM back in 2023. Those zero ratings, or “doughnuts” per Foxtel Media boss Mark Frain, preceded the split between the pay TV provider and the free-to-air TV networks on measurement, with Foxtel Media breaking away to use Kantar to validate its own return path data from a million subscribers. Digging deeper showed that the ratings were way off for a slew of shows, “and clients were asking what was going on”, per Salib. No measurement system can ever be 100 per cent perfect all of the time, she acknowledges, but OMD has been running Kantar and its own client MMM data in parallel: “What we're seeing is the performance of things like sports sponsorships are remaining stable, and that is a really good indicator of performance … The Kantar data set appears to be really robust,” says Salib. While Suncorp has a sophisticated approach to media investment, Kearney says reach remains a “crucial” input. “We need to know where the audience is, and it's changing so rapidly. If you don't know that, you're significantly behind the eight ball. And secondly, audience numbers are a huge part of the cost equation,” he says. “If you don't get that right, the inputs into your market mix models are going to be off … and you're never going to have a good view on your business outcomes.” Foxtel’s Frain acknowledges the move from one measurement system to another is “pretty challenging” for the industry, but says breaking away and enabling Foxtel Media to plug its pipes into multiple data sources and market mix models “is the best thing we have ever done”. Plus, it gets the pay TV provider closer to closing the loop on how media investment actually delivers a business result. Now Frain’s aiming to plug in more data sources. See omnystudio.com/listener for privacy information.…

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Eyes on the pies: How Four'N Twenty and QMS struck new customer gold by mashing real-time Olympics content and dynamic ads – sales soar 30% 27:21

25 วันที่แล้ว27:21

27:21

Four’N Twenty pies are literally baked-in to footy and Patties Food Group marketing boss Anand Surujpal gets a related proposition across his desk every week. But his challenge is to grow share through new buyers beyond “diehard footy fans” and tradies. So when the prop for the Paris Olympics landed, Surujpal saw an opportunity for a bigger demographic slice of the action by mashing live Olympics content with ads in real-time via QMS’ digital out of home network. The results were meaty: “When the campaign went live, we had unit sales lifts of up to 30 per cent,” says Surujpal. “This is on a big brand with distribution, awareness, trial, recognition.” Even better, “We've actually retained the consumers and maintained the growth … It’s had a big halo effect.” Strategy chief Christian Zavecz says QMS wanted to match Australia’s athletes in “pushing the boundaries of what can be achieved” while “bringing big brands and Australians together through the unifying power of sport”. Plus, the Olympics provided the perfect platform to prove digital out-of-home is now a broadcast medium that can deliver real-time creative responses – and results. So QMS, TBWA and Patties Food Group pulled out all the stops to make it happen. “We had a 24/7 newsroom that worked really closely with our tech team. We had a custom-built dynamic content optimisation platform that enabled us to continually publish real-time branded content featuring everything from medal moments to breaking news and live metal tallies, along with what to watch coming up,” says Zavecz. The results speak for themselves – Surujpal admits it’s opened his eyes to just how far digital out-of-home has advanced. “It has changed my perception of the medium. To have speed and accuracy, being relevant immediately, I think that's a powerful tool.” QMS now has the Milano Cortina Winter Olympics just around the corner. See omnystudio.com/listener for privacy information.…

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Bench strength: How Freedom Furniture, Wesfarmers Health, REA Group CMOs are keeping the crazy pace on team capability and next for the Australian Marketing Institute’s skills assessment and… 52:59

28 วันที่แล้ว52:59

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Host: Nadia Cameron, Editor - Marketing | Associate Publisher Amid all the hype, excitement and trepidation around digital, marketing automation, data utilisation and now AI coming into marketing, is the very real need to build team capability and empowerment to actually use the tools effectively – and in a way that delivers business outcomes. As Infosys global CMO, Sumit Virmani, told Mi3 recently: “As AI is a very new technology, it can be a big challenge for teams at large to embrace because they don’t know how to do it. Educating them in the process of embracing AI, on the tools, and actually making investments in your team to get them the comfort to experiment, is the responsibility of a marketing leadership team.” But it’s not just tech changing the shape of marketing execution. New channels and connectivity to customer – as well as higher expectations of said customer – are demanding marketers build a diverse range of brand, people and specialist skill sets. Then there’s the relentless scrutiny of marketing effectiveness and budgets requiring ever stronger commercial nous. Mi3 and the AMI’s Marketing & Customer Benchmarks FY2023 Outlook report last June of 105 Chief Marketing, Customer and Growth Officers highlighted the changes they’re preparing for – team structures and shifting KPI’s among them, with customer lifetime value metrics surging for many. All this makes it imperative marketing teams run continuous learning and capability development loops. Two CMOs striving for this are Freedom Furniture’s Jason Piggott and Wesfarmers Health’s Corrina Brazel. Quick to jump into the Australian Marketing Institute’s new skills assessment tool, 12 months after the launch of its Competency Framework, both see a need for more formalised learning programs that don’t just cover new specialist skills, but can also improve core marketing knowledge across their teams. While the AMI’s Competency Framework provides those foundations and learning structures, the assessment tool is about having productive, proactive conversations with teams while also holding up a mirror to your own strengths and weaknesses, both say. Per AMI CEO, Bronwyn Heys: “Modern marketers need to be bench ready. They need to be ready for anything – for the market, for the consumer.” No less keen to pursue learning rigour is REA Group, whose GM of audience and marketing, Sarah Myers, says has a “very feedback hungry culture” and commitment to deep, specialist skills. A one-size-fits-all program, however, hasn’t been the right option, nor has a pure marketing strain to capability development. Instead, the company has been building out an internal university that recognises certain skills as important across the business. Tune into this latest Mi3 podcast episode as we unpack the pros and cons of skills assessment, specialist versus generalist capability building, and how marketing leaders encourage continuous learning across their teams from the bottom up – while also not forgetting to skill up themselves. See omnystudio.com/listener for privacy information.…

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‘Time to harvest’: SCA chief John Kelly on LiSTNR’s rise to payback machine, ‘insatiable’ demand, and an opportunity that Meta and co. have missed 28:42

5 weeksที่แล้ว28:42

28:42

SCA has spent four years building its uber-app LiSTNR from idea to the fulcrum of its audio business. It’s got 2.25m logged-in users, knows their postcodes – handy ahead of the federal election – what they listen to and what they might want to hear next. Kelly says acquisition is no longer core focus – “we’ve got the base we wanted to get” – and SCA is moving to kill churn, now at a record low. “We’re approaching 70 per cent retention per month,” says Kelly. “For every percentage point of reduction in churn, we are seeing about a half million dollar increase in revenues on platform on an annual basis.” Personalisation and discovery are powering those churn reductions while boosting time spent listening, per Kelly. Next he sees massive opportunity in regional markets to take that further – for SCA, its advertisers and other radio businesses. Kelly points to a streaming deal it struck with Victoria broadcaster ACE Radio as a template for a triple win. Bringing the broadcaster’s streams into LiSTNR, says Kelly, gave ACE an incremental revenue stream while boosting inventory and audiences for SCA. “They've seen about a 30 per cent increase in their audience levels listening on LiSTNR,” per Kelly. “And with the introduction of ACE, we’ve seen about a 20 per cent increase in monthly listening on our platform, which is pretty incredible.” Plus, SCA is driving those new audiences into its other programs and podcasts, meaning bigger numbers to sell, at higher CPMs. “We'll be speaking to other broadcasters, and particularly the regional network groups, to see if we can provide that service to them,” says Kelly. “We are the largest regional audio business in Australia. 73 per cent of the regional audience comes through either SCA-owned or represented – stations like ACE – so we've got great scale. We haven't yet tapped into that regional audience in a meaningful way. But that's the next opportunity for LiSTNR. Plus, regional consumption levels per user outpace their metro counterparts – and Kelly thinks they are a chink in the global platforms’ armour. “The big digital companies, the Metas, haven't played in that regional space. So our ability to work with major blue chip companies to actually access those particular customers – the appetite is insatiable. We can't get enough inventory from those regional markets, which is why the ACE partnership has been so successful. There's a huge opportunity.” See omnystudio.com/listener for privacy information.…

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‘Clients in on it, boatloads of cash, complex, opaque corporate structures’: Principal media arbitrage trading spreads to TV, out of home, audio as holdco’s, retail media pile in; ex-IPG, GroupM,… 48:34

5 weeksที่แล้ว48:34

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Host: Paul McIntyre | Executive Editor Media agency holding company CEOs are openly acknowledging the importance of arbitrage-based principal trading to their business models – and it’s spreading rapidly out of digital display into TV, audio, digital out of home, connected TVs and beyond. Former UM Global Chief Media Officer Joshua Lowcock, who left the IPG-owned media agency network last year to head up media at US group Quad, is bleak on the distorting market effects of holding companies buying media for themselves and on-selling to advertiser clients with handsome mark-ups - often in ‘bundled’ products which blend a small quota of quality inventory with the tonnage more in low value, low quality ad placements. “Both agencies and clients have built themselves a prison that they can't get out of,” says Lowcock. And agencies resisting principal models are increasingly disadvantaged – they risk being dragged into “financial engineering” too. Per Lowcock, “somewhere in the myriad of complexity of a holding company, I can tell you it's occurring and a large armoured vehicle with boatloads of cash is pulling up somewhere and unloading it into a holding company … well, it's probably more electronically transferred.” Should anyone care that agencies are finding ways to make money that procurement-driven clients are in effect incentivising by refusing to pay fees for service – especially if the media bought and on-sold arguably does the job? “It's not doing the job because clients are not getting the media that they should be getting to drive the ultimate business performance,” Lowcock argues. "They’re getting the media that drives the agency's bottom line,” per Lowcock. He describes it as a nutritionist advising a diet of “junk food”, with clients at risk of morbid obesity. Indy shop Media by Mother, headed by former GroupM exec Dave Gaines, says he doesn’t do principal media deals or arbitrage but “it’s surprisingly hard to get people to align on business success outcomes” versus the short-term allure of trading off not paying media agency fees for the hidden costs in mark-ups and tech and data fees typically wrapped into principal media agreements. Moreover, Gaines says retail media is making the situation worse with retailers becoming media owners and seeking their own preferential deals. While traditional media owners complain about principal media trading eating their margin and agency mark-ups making them appear expensive, Gaines says the truth is, “a lot of the big TV networks don't like to have to deal directly with clients. They're happy to offload a lot of this media inventory because then they haven't got to worry about selling it”. Either way, few owners will complain publicly for fear of retribution, i.e. being cut out of group spend, per Nick Manning, non-executive chairman of Media Marketing Compliance and adviser to peak US advertiser body the ANA. Manning sees principal media’s rise leading holdcos to becoming just the same as the walled gardens whose business models they are trying to emulate. “They're all building AI tools that will do creative production, media distribution and analytics together in one in one box. It will be a black box, and clients won't be able to tell a lot about what's going on in there, but it will be an arbitrage-led model.” Quad’s Lowcock says he’s happy to tell any finance, procurement, marketing, legal and internal auditing department “all the answers” as to what goes on and how to fix it – and does just that in this podcast. See omnystudio.com/listener for privacy information.…

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‘Size the opportunity, then seize it’: Flight Centre global CMO prepares for category expansion, revenue take-off via owned media-publisher pivot 30:24

6 weeksที่แล้ว30:24

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Four years ago, Flight Centre’s global CMO Megan Henderson was tasked with leading a sweeping restructure of Flight Centre’s worldwide marketing operation – centralising five teams into one while overhauling its martech stack and contracts and simultaneously finding efficiencies and growth. Daunting. But Henderson knew that Fight Centre’s 60 million annual unique online visitors, broad customer comms channels yielding rich first party data plus circa 400 physical stores could help drive the business into fresh territory – adjacent travel market services beyond flights – while generating revenue via owned media packaged and sold to new and existing brand partners. Enter owned media valuations specialist, Sonder, which dived deep to benchmark and calculate the value of each and all of Flight Centres channels and assets – and highlight where it could go next as an owned media network. Now Henderson aims to make Flight Centre a global case study in how customers, data, physical and digital footprint combine to drive growth, revenue, profit and cross-funnel, cross-category expansion – while landing new paying partners. It’s now rolling out screens across all stores to boost brand building capability and link it through to first party data-powered conversion. “Having Sonder shine a light on what we could be doing with our digital screens has really fast-tracked the process for us to make sure that our stores have a minimum of two digital screens that I can use for brand advertising with all kinds of partners,” says Henderson. She’s now ensuring partners think of Flight Centre “as a mass market retailer with millions of customers online and in store… and see that as an opportunity that they can't get with a standard media buying mix.” Sonder co-founder, Jonathan Hopkins, says that’s the key takeout for businesses currently leaving money on the table by overlooking their owned media channels and assets: “There is vast opportunity out there. If you have a website, store network, an email program with a sizeable customer base, then you're more than halfway there to building an owned media proposition to leverage through your own marketing and with brand partners,” says Hopkins. “It’s all about seizing the opportunity.” See omnystudio.com/listener for privacy information.…

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‘Reach alone no longer works’: Why News Australia fired up engagement debate and how Tubi video streaming rights will shake-up BVOD with audience intent signals to sell more Subways 31:10

7 weeksที่แล้ว31:10

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Mi3’s most read story of 2024 came via an Oxford University marketing scientist’s peer-reviewed paper underlining precisely why not all reach is equal. Based off analysis of 1,000-plus campaigns and a million customer journeys via Kantar and Wavemaker, the data shows optimising for reach alone rarely tallies with business growth. In fact, in almost all cases, per Saïd Business School Associate Professor Felipe Thomaz, it delivers “really mediocre outcomes”. That’s the collective market failure News Australia aims to address – at least the start of it, with ‘Engaged Reach’, which counters the current industry bias for chasing fleeting user volumes for shallow scale. News Australia’s Lou Barrett, Dean La Rosa and Jess Gilby unpack how it’s already working for Mars Petcare, Chemist Warehouse, Inspiring Vacations and Subway, the latter a benchmark win for the publisher in QSR after Subway’s CMO said News Australia’s custom-built, integrated program outplayed the big tech platforms and landed the entire Subway initiative. The “all assets” rollout rapidly notched 3 per cent sales growth after a single campaign for Subway. The trio also underline why News Australia’s partnership with free streaming service Tubi – Barrett aims to rapidly double its monthly audience towards 3 million – means it can map buyer intent signals from the content audiences are reading to the shows they are watching. Plus tell advertisers where their best targets can be found around the clock, what they are interested in and how to engage them to maximise results. News Australia feeds circa 2.5 billion monthly intent signals into its CDP, enabling marketers to target audiences across 7,000 segments, using AI to hit sweet spots that might not be immediately obvious, per La Rosa. “It will forecast, it will understand the size, the scale, the relevance.” As Gilby underlines: “Everyone's got data, but it's about how you use it, how you apply it, and how you can be creative with it … We’re going from efficiently reaching audiences to effectively engaging them.” Somewhere in Oxford, a professor will be nodding in agreement. See omnystudio.com/listener for privacy information.…

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The CMO Awards Podcast Ep 1: Former CMOs of Westfield, Audi, Kimberly-Clark reveal relentless financial scrutiny, growth intent and risk factors driving exec and board expectations of marketing 57:52

7 weeksที่แล้ว57:52

57:52

Welcome to the first in our CMO Awards podcast series, powered by Mi3. This limited-episode series dives into the key topics and issues making up how marketing as a function, and its leaders, contribute to growth. To do this, we’re engaging in a select number of conversations with industry luminaries, CMO Awards judges, former CMO50 winners, current and former marketing and customer leaders and more as we lead into, then recognise the winners of our inaugural CMO Awards on 7 May. This podcast is brought to you by platinum CMO Awards 2025 sponsor, Adobe. Kicking us off to talk about how marketing elevates its stature in the eyes of the CEO and board are three of this year’s CMO Awards judges: Former Westfield CMO and non-exec board director, John Batistich; former Audi chief marketing and customer officer and now non-exec director, Nikki Warburton; and executive and board recruitment partner and one-time Kimberly Clark CMO, Michele Phillips. All three have the unique ability to see it from both sides: As former marketers plying the trade, and now as non-executive board directors or in board and CEO-level recruitment. Channel and audience fragmentation, too much data, relentless transformation across organisations, dour economic conditions, ever-more pressure to prove marketing’s worth, too much efficiency while trying to find more effectiveness and ever-higher demands for technology competence – these are just a few of the things CMOs are navigating. For many, it can feel like they don’t have enough control of what’s happening to their function while they look to execute their craft with excellence. And admitting something was less than a success feels like certain doom. View it from the other side, however, and you get a rather different picture of what marketing needs to do to win respect. CEOs and Boards are needing to do more with less to find profitable growth, investor and financial markets are relentless, and business, cyber and market risk factors have multiplied. These execs want marketing leaders who can make hard and strategic choices, and judge them as much on what they choose to do as much as what they say no to. All while telling a realistic but progressive story of customer and market engagement. This series is hosted by Nadia Cameron, associate publisher and editor of marketing at Mi3, plus program leader for the CMO Awards. See omnystudio.com/listener for privacy information.…

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‘The accountability for creativity stops with me’: Suncorp’s brand-CX chief Mim Haysom dukes it with Sir John Hegarty and Val Morgan Cinema’s Guy Burbidge on attention, entertainment, culture and… 57:48

8 weeksที่แล้ว57:48

57:48

Mim Haysom’s world-beating, Cannes-winning One House initiative at Suncorp in 2022 was a big bold bet on innovative, mould-breaking marketing that Suncorp’s executive leadership and board only saw days before a documentary on the initiative was set to broadcast on Nine. “The first time the board saw One House, I took them into the auditorium and played them the 26-minute documentary three nights before it was going live on Channel Nine,” says Suncorp’s Executive GM, Brand & Customer Experience. “The accountability for creativity stops with me … I set myself up that way from the get-go.” Haysom is also the person who tells the CFO she needs incremental money for performance media – and not to siphon it out of brand. “Insurance search terms [at peak cost of living crunch] were 50 per cent up year on year. They are about 35 per cent up now. With that there is opportunity to pump more money into search to capture demand. So, I've absolutely been doing that,” she says. “But what I've been doing is writing business cases to say … we don’t touch brand … because if you haven't got that awareness, consideration, if you're not building trust in your brand – especially in insurance – then people won't convert in the lower levels anyway.” Legendary adman Sir John Hegarty couldn’t agree more. “The trouble is we live in a bubble called commerce, and the people out there don't – they live in a world called ‘engage me, entertain me’,” he says. It’s a challenge Val Morgan Cinema’s Guy Burbidge has been wrestling with for cinema. There’s an "awful lot more measurement conversations” which Burbidge says is a "good thing ... but it’s an increasingly binary conversation about reach and cost and not the power of a [media] platform and creativity. “We've gone down too much science, arguably, with too many ones and zeros and cost and reach and algorithms. The next piece of work for us is talking to the creative community to understand how do you take advantage of those cultural moments created by movies and cinema as they come up.” See omnystudio.com/listener for privacy information.…

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Two second rule: System1 and JCDecaux effectiveness research shows 70% of Out-of-Home ads fail, the brands nailing it – and seven easy fixes 41:28

9 weeksที่แล้ว41:28

41:28

A world first creative benchmarking study from System1 and JCDecaux has run stacks of Australian Out-of-Home ads through its globally-renowned effectiveness scoring system and drawn a stark conclusion: 70 per cent of outdoor ads fail to move the needle. Andrew Tindall, SVP – Global Partnerships at System1, goes even further: “No-one understands how Out-of-Home works,” he says, particularly the critical need to land the brand within two seconds. At face value, not a wholly positive headline for the medium. But System1 has come up with a formula that, its data strongly suggests, massively improves effectiveness. It’s not rocket science. For example, just placing your logo at the top of an Out-of-Home ad increases brand recognition four times versus a logo parked at the bottom. Likewise be consistent – entertaining and never boring – and keep messaging simple and positive to get much higher brand lift, and ultimately, sales. On that front, Tindall says there is a false divide between brand and performance campaigns: The long, i.e. brand, always drives the short, i.e. performance. The research with JCDecaux, “allows us to add a lot more nuance to what is a very non-nuanced industry” and underlines why brand and demand “need to be brought back a little bit closer together”. Brands nailing Out-of-Home effectiveness locally include Compare the Market with its Meerkats, Uber Eats with the Wiggles and Simon Cowell, Specsavers and Ocean Spray, per Tindall. Sephora’s latest campaign, he says, is one of the highest scoring Out-of-Home ads System1 has ever tested. The bottom line? “The single standout thing for me in this research is it confirms that creative is the make and break of how effective a campaign can be.” Tindall, plus JCDecaux’s Cris Smart and Scott Jenkins, unpack the research’s key findings – and the seven simple steps to massively boost Out-of-Home effectiveness. See omnystudio.com/listener for privacy information.…

Mi3 Audio Edition

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CDP Payoffs and Pitfalls: Australian brands are slashing customer acquisition costs, gaining behavioural insights, and getting ready for AI in their customer data tech but the devil hits in… 47:00

9 weeksที่แล้ว47:00

47:00

Host: Andrew Birmingham, Editor - CX | Martech | Ecom Two years after a Mi3 published a comprehensive analysis of the customer data market in Australia, we revisited many of the brands we spoke with to assess their progress and measure their return. Companies that have persevered are realising strong returns and extending beyond their early use cases. But it has often been a hard road to hoe. There are integration and organisational challenges to overcome - and unexpected problems such as bill shock from unanticipated quarterly charges that can run into tens and even hundreds of thousands of dollars. As to the market, it’s more competitive than ever with the number of CDP vendors active in Australia rising significantly even though the volume of tenders has largely held the line, according to industry insiders. That means competition is heating up. There are three macro trends – the rise of composable CDPs - we’ll explain that later - and greater CIO control over data infrastructure amid a backdrop of three-year software renewals rolling over and the need to accurately assess ROI for a technology that is often hard to assign direct value against. Rich McFarland from Compare Club, Courtney Gerrits from the University of Tasmania, and Cam Strachan from Southern Cross Austereo dive deeply into the detail, discussing their experience with their own CDP implementations, describing the tangible benefits gained, such as improved customer acquisition costs, enhanced communication strategies, and increased operational efficiencies…there’s a few lessons they learned along the way to boot too. See omnystudio.com/listener for privacy information.…

Mi3 Audio Edition

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SCA backs hyper-local radio, earlier ad integration to beat rival’s $200m metro talent transplant, rides anti-global, anti-algo new wave 33:07

10 weeksที่แล้ว33:07

33:07

Rival radio networks are transplanting big talent from Sydney and trying to make it work in Melbourne. SCA Chief Content Officer, Dave Cameron, is taking the opposite strategy. Local talent that “speaks the language of the city” and gets the “fabric” of its suburbs is particularly crucial for breakfast audiences, he says. Plus, as platforms and content globalise, localism becomes a competitive advantage: “Anti-globalism will pay dividends for us … otherwise we’re playing the same game as everyone else.” Hence SCA launching six new shows, pairing fresh local talent with station “juggernauts” while focusing harder on radio’s core heartlands – like Western Sydney, where massive audiences and engagement are found. “That is where the bulk of radio listening, the bulk of audience data and surveys, is happening,” per Cameron. “It's not happening in Bondi.” SCA is laser-focused on growing audiences and revenues without blowing holes in the budget that could later prove problematic. Content economics are underpinned by sharpened appetite for advertiser integration – with those commercial discussions happening upfront and early. “We’ve never been more commercially savvy around that,” says Cameron. Seeking new audiences via greener talent and formats could risk dislocating “rusted-on” loyalists, Cameron acknowledges. “But we believe in the combinations we’ve put together,” he says. “If you're not investing in fresh thinking, talent and voices, your industry may become irrelevant.” Plus, there’s growing evidence to suggest a younger set is discovering the analogue dial – either through nostalgia, or as a reaction to algorithmic overreach. The next year will test SCA’s strategy, but Cameron’s confident audiences will hold and then grow. The alternative is to keep hoping the world doesn’t change, or emulate the metro lift and shift being attempted by rivals. Can that transplant strategy pay off, given time to bed-in? “That’s a $200 million question,” says Cameron. SCA is staking out a different numbers game. See omnystudio.com/listener for privacy information.…

Mi3 Audio Edition

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'Marketers are buying this’: Pitfalls and ‘lies’ to avoid on junk user data, clean room matching, MMM, incrementality tests - and B2B tech: Melbourne Business School Associate Professor Nico Neumann 46:27

12 weeksที่แล้ว46:27

46:27

Nico Neumann is deep in the weeds on digital marketing attribution, market mix modelling [MMM] and incrementality testing – likewise the dangers of narrow audience targeting and junk user data - the latter a $20bn market in the US alone. The Melbourne Business School Associate Professor in 2019 published research proving that closing your eyes and randomly selecting male or female audience targets was more accurate than the data brokers and DSPs many advertisers buy from. Neumann claims a senior data broker admitted to him privately that they knew their data was crap, “but who cares? Marketers are buying this”. (Like Arielle Garcia, UM’s former US privacy lead who last year told Mi3 she had accessed her data profile from multiple third party brokers with laughable results, Neumann has downloaded his own, “and it’s hilarious”. You should do the same - we’ve got a URL in our Mi3 feature to test your profile segments). Neumann batted away claims his B2C audience studies were too broad and challenged widely held assumptions that niche segments and B2B were where precision targeting of online users actually works. Last year he ran tests with IT giant HP - a paper is coming - that sharply contests most B2B marketing plans and particularly so for tech sector practitioners. “No matter what we used, it was either equal to random targeting, or even worse,” says Neumann. First party data is better, per Neumann, but there are caveats, particularly around clean rooms and matches that can be bogus. He advises marketers to upload made up email addresses and see what they get back - hashed user 'match rates’ may not be what they seem. His advice: stick with the first and second party data you can trust, but even then, don’t assume targeting will deliver better bang for buck. “I would even take a step back and ask, do you need to target that narrowly? There are very few cases where it makes sense … Why do you even need to exclude people and increase the cost, instead of just letting the content or message do that?” Neumann sees the explosion of market mix modelling and measurement approaches as “a good thing”. But there are market rumblings that the big platforms pushing MMMs risk skewing towards inherent model biases. Either way, Neumann’s working on a project to compare how all the main MMMs hitting the market actually perform. He urges marketers to question all models – and his advice for those emerging from business schools is the same as for seasoned CMOs: Hone fundamentals that will last a lifetime; don’t overspecialise in trends and fads. “Ask hard questions – and just test stuff yourself.” See omnystudio.com/listener for privacy information.…

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Mi3 Audio Edition « » Faster decisions that move profit needle, quantifying loyalty programs' dollar value: Where Optus and Michael Hill go next with MMM

Faster decisions that move profit needle, quantifying loyalty programs' dollar value: Where Optus and Michael Hill go next with MMM

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Faster decisions that move profit needle, quantifying loyalty programs' dollar value: Where Optus and Michael Hill go next with MMM