MarketerQueensland

The Australian Marketing Institute Queensland Newsletter Issue 12 Autumn 2012

Hello again marketers! It’s 2012, it’s April, Queensland has a new government and we have a jam-packed edition of Queensland Marketer for you. So, grab a warm beverage and take five minutes to catch up with us.

Already this year we have hosted a number of events in Queensland

including sessions by the always brilliant 2011 CPM of the Year, David

Redhill and an excellent Blue Ocean Strategy evening seminar by

Julie Rheinberger whose wit and wisdom is always welcome.

On the topic of imparting wisdom, I hope you’ll all join us on May 31

for the Marketing Summit which is aptly titled; “SHOW ME THE MONEY”.

It’s a full day of powerful and practical strategies delivered by

some of the best in the business to help outsmart uncertainty.

To join us at the marketing summit in Brisbane on May 31, Book Now.

As a member driven organisation, the AMI seeks to engage with our

members to provide the highest possible level of professional service

and advocacy. To ensure we do this effectively, we want to gain input

and share information among our members as broadly as possible.

So, in addition to participating in our professional development programs,

we hope you will also join our discussions through Linkedin and Twitter to

share news and information with your professional colleagues.

If you know somebody who has an interest in professional marketing and

who would benefit from being involved, sharing resources and enhancing

their skills, encourage them to become a member. We all benefit from a

robust professional community.

Thanks for supporting the Australian Marketing Institute.

As always, we welcome your feedback on this publication and invite

you to share any ideas with us by contacting the AMI Queensland office

on (07) 5593 9633 or qld@ami.org.au.

Jason Greenhalgh

Queensland President

2012 QLD Marketing Summit SHOW ME THE MONEY

David Redhill CPM of the Year and Crouching Tiger

Greg Abbey The BOQ Owner- Manager Story

Julie Rheinberger Deep on strategy

Beyond the Brisbane Line A Regional Marketing Update

AMI Queensland Council

• IN THIS ISSUE

MarketerQueensland

MarketerQueensland

marketing that outsmarts uncertainty

2012 AMI Marketing Summit

Thursday 31 May 2012, Victoria Park Function CentreHerston, Brisbane, Queensland

We face the daily challenge of managing the tension between short-term success and long-term sustainability. In today’s climate, we need to be more strategic, targeted, creative and pragmatic to empower and influence business strategy and development.

The 2012 Marketing Summit has a

dynamic line-up of speakers from

our broadest range of industries

yet – airline, agency, construction,

manufacturing, psychology and more.

We’re looking at strategy, sales,

consumer insights, branding and

digital marketing from leading

Australian and international

brands. We will delve into

practical approaches for making

marketing a core driver of revenue

growth and progress.

This one-day conference is designed

to inspire and challenge you as a

marketer and support you in gaining

the most from your marketing

performance. Join us on Thursday

31 May 2012 at the Victoria Park

Function Centre in Herston, Brisbane.

Our SpeakersProving results and justifying ROI are at an all-time high. Now, more than ever, marketing has to deliver bottom-line value in an age of uncertainty. Join us on Thursday 31 May 2012 at the Victoria Park Function Centre in Herston, Brisbane.

ADAM FERRIER Founding Partner & Consumer Psychologist, Naked Communications

Adam is also a panellist on Gruen Transfer and is a Channel 10 consumer culture correspondent.

LIZ SAVAGE Group Executive Commercial, Virgin AustraliaLiz is responsible for the frequent flyer programme, sales, marketing and brand management for Virgin Australia brands.

MAILE CARNEGIE Managing Director, Procter & Gamble Australia and New Zealand

Maile has global industry experience having managed brands in over 30 countries.

ROB HUDSONNational Digital Director, GPY&R

Rob has over 19 years’ experience in digital marketing and online brand, and more recently, social media strategies.

JUSTIN HERALD Managing Director, Major Motivation

Justin created Attitude Inc, a clothing brand that became an international success, turning over $30 million per year.

MARY-JANE BELLOTTIExecutive General Manager Strategic Communication, Thiess

Mary-Jane is responsible for building the Thiess brand, strengthening its market position and public image.

STEPHEN LORD General Manager Client Services & Marketing, Next DigitalStephen manages successful digital strategies for clients throughout the Asia Pacific region.

PAUL GREENBERGCo-Founder and Executive Chairman, DealsDirect GroupPaul co-founded The DealsDirect Group in 2004, which has grown to be a leader and pioneer in online retail in Australia.

CRAIG MCKELLPartner Revenue Performance Management Group, Pitcher PartnersCraig specialises in building profitable revenue streams and fixing under-performing marketing and sales functions.

BILL PROUDMarketing Lecturer, QUTBill’s marketing career spans more than 40 years working for top FMCG brands and as a marketing consultant. He is now a Senior Lecturer of Integrated Marketing Communications at QUT.

JENNIFER SMITH Vice President Worldwide Field Marketing, Progress Software CorporationJennifer specialises in demand generation, branding, business development and online marketing.

MarketerQueensland

MarketerQueensland

Sick Puppy to Crouching Tiger

David Redhill, Chief Marketing Officer of Deloitte Australia,

shared the strategy behind the company’s change in fortunes

at a recent AMI Breakfast at Brisbane’s South Bank.

David Redhill was awarded the AMI’s

Certified Practising Marketer of the

Year in 2011. He has worked in branding,

marketing and journalism while living in

Australia, Europe and the USA.

In 2004, Deloitte was facing challenges to remain competitive and was referred to as the ‘sick puppy’ of the big four accounting firms by business publications. Deloitte identified four key areas of focus that helped to get the company back on track: Difference, Granularity, Momentum, and Culture.

Establishing and articulating

Deloitte’s points of difference helped

to give the company a common

purpose. Rather than the ‘old

economy’ management style of other

firms, who sought to direct, mobilise

and implement, Deloitte embraced

the new economy to innovate,

unleash and share.

As a global company, managing

185,000 people brings many

challenges. Deloitte Australia has

short intensive campaigns carried

out by small teams on a granular level

to support the company¹s overall

strategy. The teams’ formation,

management and achievements are

continuously reported to provide

a high-definition view of project

performance. The aggregation of this

data from multiple groups is used to

review overall company performance.

The recency and depth of reported

data allows Deloitte to assess and

adapt with flexibility, speed and agility

that is rare for a company of this size.

Creating a common positive culture

to energise and enthuse employees

is also challenging in such a large

company. Deloitte has a simple

equation that defines their principle

belief in the importance of culture

and its influence on greater

company outcomes:

People = product = brand = culture.

Deloitte believes that innovation is

the responsibility of all employees

and encourages ideas that are

invested in through microfunding.

If ideas are judged to have greater

potential, they are then taken

through to commercialisation.

This nurturing of ideas and new

product creation has an ambitious

goal. Deloitte aims to generate 30%

of revenue in future from newly

created products, and has lead to

the company’s diversification from

traditional accountancy services

into management, leadership

and technology sectors. While

creating new revenue streams, this

diversification also makes good

business sense, reducing risk

through a broader service offering

and appealing to multiple markets.

The culture of participation is carried

through to the company’s branding

and marketing. Deloitte’s ‘green dot’

has become an iconic visual symbol,

included in a broad range of company

communications and embraced

culturally through employees.

Over 600 company T-shirt designs

featuring the ‘green dot’ were

submitted by staff, and voted on

through social media. By getting

the Deloitte staff inside the brand

(by wearing T-shirts) they bring the

brand inside people.

Deloitte’s efforts in differentiation,

granular initiatives, positive company

culture and informed decisions has

lead to the company’s comeback

as the ‘Crouching Tiger’ of the

financial world.

Imagine being Bank of Queensland back in early 2010. You’re one of Australia’s smaller, lesser-known banks and you’re right in the thick of the GFC. In your heart, you know it looks like just another year of hard graft trying to ‘eek out’ basic brand awareness. The big 4 banks will invest over $200m in advertising, which many people just don’t believe.

You have consumers telling you that

banks should be better, yet they

have low expectations and confess

they’re unlikely to switch. Worse

still, your brand has been in a vicious

marketing cycle, with no clear brand

positioning and a new campaign

every 6 months (mirroring big bank

behaviour, but with a small budget).

When polled in 2009, more than half

of your own staff didn’t even like the

advertising!

But there is a glimmer of hope! An

inside out brand review found the

brand name needed to change (from

Bank of Queensland to BOQ) and

uncovered a genuine and compelling

point of difference that might yet

help you punch above your weight in

this incredibly tough category.

Inside Out Brand Review

Back in April 2008, we kicked off a

brand review which was truly driven

from the inside out. The brand audit

covered and canvassed over 400

people (or 16%) across all areas of the

Bank and every State and Territory.

We scrutinised the existing brand

and uncovered a brand positioning

which was true to our business,

ownable against our competitors

and motivating to our customers.

Most importantly, we focused on

building the brand through absolute

alignment between what we ‘do’ and

what we ‘say’.

True to our approach, we internally

rolled out our guiding philosophy of

“It’s Personal” and brand positioning

of “Your own personal bank” more

than a year in advance of the external

relaunch. We also introduced the

“Personal Service Challenge” to

hardwire the customer experience

across every front line and behind

the line area of BOQ.

BOQ Brand Relaunch

The brand relaunch emerged from

the rich stream of true personal

service stories which we uncovered

right across the business from the

best possible place – our people and

our customers. At BOQ we actually

have a genuinely different and

powerful story to tell. And nothing is

more powerful than the truth.

So what better way to tell our story

than through true stories? …With

real BOQ people and real BOQ

customers.

So from February 2012, we kicked

off the single biggest campaign in

BOQ’s 136 year history, with Owner-

Managers as the heroes. This rolled

out across TV, press, outdoor,

radio, online, local area marketing

and all BOQ owned channels. The

media approach was heavily tailored

by market to reflect our branch

presence, reduce wastage and

maximise impact.

Through consistency, we’ve made

significant gains in brand health

(what we ‘say’), customer experience

(what we ‘do’) and Owner-Manager

sentiment (internal engagement). In

2011, the BOQ brand relaunch

and new product development went

on to win the National AMI Award

for New Product/Service Launch, a

GOLD Effie (the only Queensland

winner!) and Australian Banking

and Finance Campaign of the Year

(with thanks to Brand Council,

Junior and OMD!).

The BOQ Owner- Manager StoryWhen a smaller fish in a competitive pond starts to tell true stories, “what they say” and “what they do” starts to make a lot of brand sense. BOQ’s Head of Brand and Marketing, Greg Abbey, shares the story.

The Acquisition Challenge

As most marketing textbooks would

tell you, it was imperative that we

converted this heightened BOQ

brand consideration and meaning

into both new to bank acquisition

and new account sales.

However the ongoing credit crisis

had fuelled a war for deposits and

the market was dominated by special

offers and introductory rates as the

only competitive way to grow market

share. We initially joined the price

war for “hot money” with gusto, but

this position was unsustainable.

To make matters worse, our rate of

new-to-bank customer acquisition

through personal transaction

accounts (i.e. the primary source of

new customer acquisition) had been

in slow decline for more than 2 years.

So we needed to shift at least part of

the game away from ‘price’.

Products Like No Other

We took a two-pronged approach,

with two new products not only

contrived, named and launched in

quick succession, but also targeted

with precision.

Firstly, the Save2Win Account was

launched in December 2010 and was

a product first for Australia! This was

the battering ram to generate market

noise (in a typically bland category)

and create a halo around innovation.

With a Save2Win Account, there’s

$30,000 in monthly cash prizes

including a $20,000 major prize. The

Save2Win Account pays just a little

bit of interest, with no monthly fee

and free automatic entry into the

monthly cash prize draw.

Secondly, the Day2Day Plus Account

with no monthly fees, free unlimited

BOQ transactions and the latest

Internet and Mobile Banking was

launched in February 2011.

This pushed an existing category

even further and was the engine

to really drive acquisition.

This product launch activity was

developed within the existing

brand genre and delivered from the

perspective of real BOQ customers.

Most importantly, through the

two-pronged product approach we

reached people who may have never

seriously considered BOQ before.

Results Like No Other

The marketing launch of BOQ’s two

new products generated a significant

and immediate impact, reversing

a previously negative sales trend.

New account sales were 46.1% ahead

of target, online applications up

more than 500% and our deposit

growth rate was #1 of all banks. Most

importantly, we delivered an ROI of

$14 for every $1 spent on marketing

and the rate of a new bank customer

acquisition lifted by 24.6%.

Greg Abbey

Head of Brand and

Marketing, BOQ

Greg Abbey holds a Bachelor

of Business (Marketing) with

Distinction and is a Certified

Practicing Marketer. He has over

16 years brand and marketing

experience across financial

services, mobile communications

and consumer products in both

Australia and the UK. Greg led

the BOQ brand relaunch and was

awarded B&T Marketing Team of

the Year in 2010 and named in the

AdNews 40 Under 40 in 2011.

He can be contacted on

0401 207 500 or

greg.abbey@boq.com.au

and is happy to answer any

questions about this case study.

“...we focused on building the brand through absolute alignment between what we ‘do’ and what we ‘say’...”

MarketerQueensland

Blue Ocean Strategy

Blue Ocean Strategist, Julie Rheinberger (CPM), presented a persuasive overview and framework of how blue ocean concepts have been embraced, to great effect, by many global organisations. She offered the audience tangible examples across diverse markets.

Many of us have heard about,

if not read, Blue Ocean Strategy.

Published in more than 40

languages and boasting the

status of bestseller on world-

leading business resource

rankings, it presents some

compelling concepts.

Julie, certified by the Blue Ocean

Strategy Initiative Centre in London,

presented some of the insights into

what the framework offers and some

of the tools proven to create and

capture your own market space.

The crux – if you deliver products

or services in an industry where

supply outstrips demand, you’re

in a red ocean. If it’s the opposite,

you’re swimming in blue. And, if your

marketing is hinged on either a low-

cost or a differentiation strategy, then

you’re encouraged to use innovation

to achieve both.

Possibly one of the most immediately

applicable analysis techniques she

discussed was the strategy canvas that

looks at various competitive features

and asks four action questions:

• Whatactivitieshavewealways

delivered that can we reduce?

• Whatfactorscanweeliminate?

• Whatcanweraiseaboveindustry

standards?

• Whatcanwecreatethathasnever

been offered?

Features are mapped against key

competitors in a one-page snapshot

– the canvas. Her example of Cirque

du Soleil proved the value of this

approach to challenging industry

norms. In a budget-tight traditional

circus market targeting children,

Cirque’s founders threw out much

of the rulebook. They reduced the

traditional fun-factors and thrills,

eliminated star performers and

animal shows, raised the bar on the

quality of venues, and created never-

before-seen features such as themes,

music and dance. Through this, they

opened up a new market from a non-

customer base of adults willing to pay

a significantly higher price for a more

theatrical experience. If their recent

showcase at the Oscars is anything to

go by, Cirque has cemented itself as

the leader in high-value sophisticated

circus entertainment.

Nintendo’s Wii is another example,

having pioneered a huge shift for its

industry by exploring non-customer

categories to move from pre-teen

male gamers to adults who had often

never played console games before.

Along with her practical snapshot of

the toolkit from which organisations

can draw, Julie touched on the

internal aspects of exploring a blue

ocean strategy – namely overcoming

hurdles within an organisation…such

as assumptions that big change needs

big resources and a lot of time. She

also qualified the presentation to say

that the key for marketers is to learn

how to operate successfully in both a

blue and a red ocean.

Like most approaches in marketing,

the value isn’t as much in the ground-

breaking nature of its insights

or techniques (though what was

presented was excellent). The value

is in putting them into practice. It’s

an approach anchored in action. The

practical techniques presented offer

powerful ideas for organisations

willing to put aside the necessary

reflection and innovation time to

explore them.

Julie Rheinberger’s consultancy

is the Blue Advantage

MarketerQueensland

by Elizabeth Graetz and John Montague

MarketerQueensland

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• EXECUTIVEJason Greenhalgh FAMI CPMAMI Queensland PresidentManaging Director, Major League Corporate Marketingjason@majorleague.com.au

Graham Wright FAMI CPMAMI Queensland State Appointed Director & Vice PresidentCommunications Manager, Asia, Australia - Pacific & Southern Africa at Parsons Brinckerhoff

• COUNCILLORSPeter Gates FAMI CPMChairman, Business Planningbusinessplanning@iprimus.com.au

James Hall FAMI CPMGeneral Manager, TransdevTSL Brisbane Ferriesjames.hall@brisbaneferries.com.au

Kym Hill FAMI CPMBD&M Advisor, HopgoodGanim Lawyersk.hill@hopgoodganim.com.au

Ieuan Hyde AFAMI CPM Chief Marketing Officer, Mater Health Services ieuan.hyde@mater.org.au

Dr Shane Mathews AMAMI CPMLecturer, QUTsw.mathews@qut.edu.au

John Montague FAMI CPM Director, Montague Irving john@montagueirving.com.au

Clare Treston FAMI CPMMarketing Manager, Wotif.comclare.treston@wotif.com

Nick Vincent AFAMI CPM General Manager Marketing, Coffee Club nick.vincent@coffeeclub.com.au

Kellie-Ann Williams AFAMI CPM

• EVENT MANAGERLouise Marron AFAMI CPMEvent Manager, Australian Marketing Instituteqld@ami.org.au

• ABOUT AMI QUEENSLAND

The Australian Marketing Institute is the professional association for marketers.

We offer:

• Arespectedandauthoritativevoicefortheprofession

• Strongadvocacyofthehigheststandardsinmarketing

• Theopportunitytoachievecareeradvancementand enhanced credibility in the profession through professional development programs, access to the latest information on marketing practice and networking with fellow practitioners.

• BECOME AN AUSTRALIAN MARKETING INSTITUTE MEMBER

Phone 1300 737 445

Email membership@ami.org.au www.ami.org.au/membership

Find Out More For more AMI Queensland news, visit the

Australian Marketing Institute website or contact Australian Marketing Institute Queensland:

Phone (07) 5593 9633

Email qld@ami.org.au

The Queensland Branch of the Australian Marketing Institute has the flexibility to respond to the local needs of our membership as well as connect local members to the national activities conducted in capital cities and regional centres throughout the country.

Your AMI Queensland Council

There are cities and towns serving regional

communities of all sizes across Queensland’s

approximately 1,727,200 square kilometres (give

or take some mild erosion). Any good marketer

knows that where there are cities and towns

there are businesses, products, services and

consumers seeking to engage with each other in

some meaningful way…And so, there are regional

marketing professionals. In fact, in Queensland the

talent in our regional centres is growing every day.

The Queensland Council of the Australian Marketing

Institute is committed to supporting these regional

members by providing access to region-specific programs

and links to resources across the state. In every edition of

this newsletter we will aim to highlight some of the great

work which is being undertaken across all regions with

a view to connecting people, highlighting expertise and

growing the profile of our profession.

To date, the Queensland Council has been very ably

supported in the north of the state by Wendy Ackland

and John Vickary to whom we are very grateful. We look

forward to working with Wendy and John to continue to

deliver events in Cairns, Townsville and surrounding areas

in 2012.

We invite all of our members to join discussions online

through Linkedin and Twitter and encourage the sharing

of knowledge across regional centres throughout the state

and the country. By participating through these forums

or contacting us directly, you can help us to provide

comprehensive networks for professional development

and support.

If you are a marketing professional in a regional area, why

not join one of our webinars or contact the AMI council to

establish a peer group or activity in your region? We can

help you to connect with other members across the state,

engage your colleagues and help grow membership in your

region. For more information contact qld@ami.org.au.

Regional Update