aegikmnrt denrst 11 The next big thing. The marketers’ perspective on 2019 MICHAEL BRATT asked some of South Africa’s top marketers, including Faye Mfikwe from FNB, Junaid Munshi from Cell C, Heidi Brauer from Hollard Insurance and Francois Viviers from Capitec, what the next big thing in marketing is, how they see advertising spend playing out in 2019, and the role trust plays in the marketing process. Faye Mfikwe, chief marketing oficer, FNB The next big thing? Marketing efforts within the industry will continue to evolve from being purely a demand creation function to co-creating value in conjunction with customers. FNB has taken a consistant approach to ensure that, across all platforms, customer experience is simple, efficient and relevant. This has allowed the brand to create an integrated communication network that has been deeply entrenched in markets that are increasingly becoming competitive and contested. FNB’s marketing initiatives have been driven by a deep understanding of our customers through the utilisation of customer data and insights. These insights demonstrate how the customer demographic is changing; has influenced how we take our products to market; and in addition, it has also influenced the way we communicate through our marketing efforts. The big push towards digital has encouraged us to look at new ways to use our channels. One such example is purposeful marketing and branding, which highlights that relevant customer experiences and engagements continue to grow in importance and value for consumers. Simply defined, purposeful marketing is ‘a brand doing good for society’. Brands that have courage and confidence to get involved in socially relevant causes, which make a positive difference, ensure the brand remains relevant and succeeds in the future. Media spend trends? The proliferation of new technologies, tools and data has changed the entire media landscape. We see shifts in specific spend habits across every channel; however, one of the key trends that we will see in 2019 is the purchase of ‘multi-channel media partnerships’. These become valuable and effective when we overlay our customer channel consumption over the profile of media channels. The bank has recognised the need to be ‘specialists’ in the specific channels that we use. But there is an ongoing need to broaden our scope to include other channels that aim to grow engagement and audiences. We also realised the importance of engaging with audiences on relevant channels that build affinity and advocacy, and working with media owners gives us the platform to do just that. This is most evident in the radio space where media owners package experiences/events with broadcast elements, live interviews/editorial, generic media, social media, DJ/ brand ambassador endorsements, live streaming and programmatic display to offer any brand an integrated media solution with multiple points of awareness and engagement. Ongoing media measurement and the impact it has on the brand is a key driver for the bank. Trust levels? Trust in any relationship is an important principle that cannot be ignored. Externally, we see a divide between client and agency that is becoming more and more blurred, as clients need to play a more active role in the strategy formulation and creative process.
Yearbook Jan 2019
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