The Marketing Magazine 10/2014

Amanda Riva & Greg Plata

MEET THE FUTURE

OF CANADA’S MARKETING INDUSTRY

October 2014 FOREVER YOUNG since 1908

p.WHAT DOES THE TWITCH ACQUISITION GIVE AMAZON?54p.

VOLKSWAGEN’S 567-MILE ONLINE ROAD RACE10p. ARE KIDS THE ULTIMATE

LUXURY FASHION ACCESSORY?8

30 UNDER

30

http://worldmags.net/


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@marketing_magTHIS MONTH AT THE BRAND NEW MARKETINGMAG.CA ☞ ALL THE NEWS YOU NEED IN A REDESIGNED PACKAGE. SIGN UP FOR THE DAILY MORNING FILTER NEWSLETTER FOR NEWS, ANALYSIS AND INSIGHT. WHILE YOU’RE AT IT, GET THE PR FILTER, MEDIA FILTER, JOBZONE, MARKETINGTV, WEEKEND ESSENTIALS AND AD-VANTAGE NEWSLETTERS, TOO.

OCTOBER 2014

COVER

17Twenty-nine individuals and one entrepreneurial duo shaking up the Canadian industry. Meet Marketing’s 30 Under 30

FILTER

6 LOYALTY REFRESH: WHO GOT IT RIGHT?

Experts assess changes at three iconic brands

12 CONSUMER INSIGHTSExamining the power

of predictive analytics

VIEWPOINTS

4 EDITOR’S LETTER

8 BRANDED DELUXE

Do kids and luxury go together? Some brands say yes

10 GETTING CREATIVEVW’s 567-mile scroll

54 BRAND DOCTORSWhat can Twitch add

to Amazon’s brand value?

FEATURES

30 UNDER 30



4 OCTOBER 2014 MARKETINGMAG.CA

31 REASONS TO CELEBRATE –IN PRINT AND ONLINE

O ur 30 Under 30 issue has become one of the high-lights of the calendar for the marketing industry. In only its third year, it has established itself as a generator of industry buzz. We know readers love it because it drives a major wave of traffic

to MarketingMag.ca. We love it, too, because we get a chance to celebrate upandcomers and excellence. The industry loves it because it gets to celebrate its own. And, of course, recruiters love it because it gives them an inside line on hot talent and the leaders of tomorrow. I hear phones ringing.

The whole editorial team gets involved in the multi-step selec-tion process. Once we had the list narrowed down to the final 30 (technically 31 this year because we gave the nod to two partners whom we counted as one), the team set out to capture the winners in two ways. They wrote profiles and then worked with each of the subjects to have them share their own first-person stories or insights. In the mix for this issue, we included either a profile or one of the insight features for each of our winners. Be sure to check out our iPad edition for additional content not included in the print edition.

You will also be able to read all the additional profiles or fea-tures on our website. We were excited to recently introduce a new format on our website for reading magazine content. Previously we made many of our features available on our site but most of the print content was available in hard copy only for subscribers. We are taking a big leap forward by moving the magazine content online, with each issue’s stories aggregated together in a story-page format that mirrors the rest of our online stories.

Try it out. Visit MarketingMag.ca and click on Magazine on the navigation bar. (It’s free access now as a trial and will be restricted to subscribers in the future.) We have loaded a number of our recent issues and will continue to load more in the new format in the weeks ahead as we continue to add features and improve the user experience on our recently redesigned site.

David Thomas, Editor-in-Chief

@MrDavidThomas

[email protected]

EDITOR’S NOTE

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EDITORIAL ADVISORY BOARDTed Boyd, CEO, One; Sophie Chesters, country marketing manager for Canada, Google; Mark Childs, CMO, Samsung Electronics Canada; Markus Giesler, Assoc. Prof. of Marketing, Schulich School of Business (York Univ.); Janine Keogh, VP marketing insights & services, Mondelēz Canada; Raja Khanna, CEO, television & digital, Blue Ant Media; Marie-Josée Lamothe, managing director of branding and Quebec, Google; Jim Little, CMO, Shaw Communications; Zak Mroueh, CEO, Zulu Alpha Kilo; Karen Nayler, CEO, Mindshare Canada; Mark Sherman, CEO, Media Experts, Cheryl Smith, EVP consumer and trade marketing, Parmalat Canada; and Uwe Stueckmann, SVP marketing, Loblaw Cos.



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FILTERFILTER“Thanks to Baby Dior, Boss Kids, Junior Gaultier...along with scaled-down versions

of Gucci, Fendi, Prada, Stella McCartney, Burberry and Armani—parents with a label addiction can rest assured their progeny do

not have to dress down.” —Mark Tungate p.8 ☞

GETTING POINTS

LOYALTY REFRESH: WHO GOT IT RIGHT?

I t finally happened. After years of speculation and expecta-tion, Canadian Tire is moving on from its famous paper money loyalty program —not killing it,

mind you, but moving on as it embraces a digital platform.

Major changes in loyalty are happening at other iconic brands as well. Long-time loyalty hold-out Tim Hortons recently introduced a special Double Double Visa card in part-nership with CIBC as the initial phase of its full-fledged loyalty program. And, just in time for Thanksgiving, Loblaw has extended its all-digital PC Plus loyalty program (which launched in Ontario Loblaws locations in May 2013 and rewards customers with weekly per-sonalized offers online at PCPlus.ca, or via an app) into its hard discount grocery banners–No Frills in Western Canada and Ontario, and Maxi in Quebec.

The changes are part of a trend among brands: investing in loyalty through new tech-nology and data. The Tims card, for example, lets Canadian customers earn “Tim Cash” on all their daily credit card transactions, using tech that’s a first for Canada: built-in buttons that let users access their Visa account, or redeem loyalty points for products at Tim Hortons restaurants from one card.

At Loblaw, changes to the PCPlus.ca pro-gram build on a “digital experience [that] allows for intelligent personalization, which is just impossible to do with an analogue, one-size fits all marketing message,” explains Uwe Stueckmann, senior vice-president, market-ing, Loblaw Companies Limited.

Canadian Tire customers across the coun-try can now stockpile rewards with a mobile app or card. “We can actually understand who’s shopping with us and what they’re buying as opposed to a paper money pro-gram where there’s no data coming out of it,”

explains Carol Deacon, senior vice-president, loyalty and Digital at Canadian Tire.

But the emergence of these all-new, mod-ern-day bells and whistles, the question is whether or not these loyalty plays will hit the mark with today’s ever-fickle consumer. Mar-keting tapped loyalty experts Sean Claessen, vice-president, creative and strategy, at Bond Brand Loyalty; and Jeff Berry, senior director of research and development at LoyaltyOne, to assess which retailer’s recent moves come out on top. Here’s how they called it:

Category DifferentiationWhen it comes to reinforcing a brand and dif-ferentiating within a category, Claessen gave the edge to PC Plus.

“The personalized offers are hard to iden-tify—let alone respond to—by competitors since they happen in the intimacy of inboxes, rather than more publicly,” said Claessen. “‘My Canadian Tire Money’ might be more interesting if it were more than an electronic version of the paper money. What is differ-entiating is the micro-coalition they’ve cre-ated among the other retailers in the parent company’s portfolio.”

EngagementWhile he felt that all the programs hit the mark, Berry pointed to PC Plus as being more connected, insofar as they’re leveraging cus-tomized, one-to-one offers.

“Preferences in grocery are wildly differ-ent from household to household and they’ve really tried to leverage that as the point of dif-ferentiation and/or the connection into the brand and how it resonates with consumers,” said Berry. “[With Tim Hortons], the connec-tion to the brand is very closely tied to pay-ment versus the Loblaw program, which is much more agnostic in terms of payment than connected across the store.”

Our experts assess the recent changes at three iconic brandsBY JONATHAN PAUL

Data InfrastructureFinally, data infrastructure is an obviously important component, especially when it comes to encouraging loyalty by “better know-ing the customer.” Berry believes that all three programs, albeit to varying degrees, have taken the right steps.

“Canadian Tire has taken almost a Can-adian institution and turned it into a data-driving asset for them,” said Berry.

“Loblaw actually oriented their program specifically around better data capture and understanding consumer behaviour tto enable the one-to-one interaction with those con-sumers. The data is inherently more limited in the Tim Horton program. If you’re not carrying that card they have no visibility. I think this is the first step in an evolution for them to start to understand who their most loyal custom-ers are and the frequency with which they’re actually shopping with them.”




GOOD MONTH BAD MONTHA highly subjective review of the month that was for the marketing and advertising industry.

TIM HORTONS CAs a partnership program, this off ers a great communications opportunity for CIBC. But a customer’s Tim’s Cash balance seems to be the only impetus for regular connection/communi-cations with the program, and that’s a thin reason to pay any more attention to emails or other forms of communications from the Tim’s brand.

RATIONAL + EMOTIONAL VALUE: Beyond the discounts these programs off er, there is something less tangible but equally valuable about participating. That makes for a more wholly engaged membership.

PC PLUS AWhile the perceived monetary value of participating is high, there is also a satisfaction that comes from activating the off ers and shifting your purchases to take most advantage. Sure, the way engagement is structured delivers more monetary value, but it does so in a way that doesn’t cost the program a signifi cant amount of additional money. On aggregate, the overall perceived value far outweighs the cost to the program.

CANADIAN TIRE BThe straight dividend is as compelling as the previous analog Canadian Tire money. But the combined Canadian Tire Options MasterCard has a better monetary value, especially when you factor in earning potential at all the other retail partners. But it lacks much emotional, non-monetary value.

TIM HORTONS BBecause this is more of a CIBC Credit Card Loyalty program, where Tim’s is simply the reward mechanism—there’s very little emotional value for consumers. The novelty and innovation of the payment convenience is an A, and the rational value is what consumers likely expect.

APPLE announces an opening weekend record of 10 million iPhone 6 sales

NISSAN tweets out a royal baby ad just seven minutes after news of Kate Middleton’s pregnancy broke

SPOTIFY heads to Canada and has already inked partnerships with Diet Coke, Heineken, Subway Canada and TD

ITUNES gets fl ak for forcing a freebie new album into consumers’ accounts. Teens respond, “Who’s U2?”

HOME DEPOT’s data breach brings on a Canadian class action suit

DIGIORNO PIZZA tweets “#WhyIStayed You had pizza,” not knowing the hashtag was for women who’d suff ered domestic abuse

UNIQUE IDENTIFIER: The program’s ability to identify as many individual customers as possible. This is how a brand gets the most insight out of programs.

PC PLUS ATheir membership token is not tied to a particular kind of pay-ment type (debit, credit, cash), so they can get visibility to as many of the transactions as possible (frequency, basket, etc.) They have an app, a fob, a card, etc.

CANADIAN TIRE AMuch the same as PC Plus.

TIM HORTONS BThe membership token is a combined payment and unique identifi er—in a novel format. It’s not clear there are any alternatives to collect Tim’s Cash without applying for this Visa card, so many consumers will forego participation if it means they need another credit card in their wallets.

RELEVANT COMMUNICATIONS: Maintaining an ongoing relation-ship through highly relevant communications across multiple channels/modes of communication. This keeps the brand more consistently top of mind.

PC PLUS AA series of regular in-app notifi cations, and a set of personal-ized inbox messages are key to participating in this program. This is how the off ers are delivered, so it ensures regular engagement signals, up-stream of transactions.

CANADIAN TIRE BWhile they have an electronic token in an app, the communi-cations feel like a lesser focus of the program. The consumer doesn’t see as obvious a reason to maintain communications with the brand’s program.

CLAESSEN’S LOYALTY SCORECARD

The Art of Advertising Intelligence

exponential.com




Do kids and luxury go together? As it turns out, a whole bunch of designer brands have already answered that ques-tion positively. Thanks to Baby Dior, Boss Kids, Junior Gaultier and Paul Smith Junior; along with scaled-down versions of Gucci, Fendi, Prada, Stella McCartney, Burberry and Armani—parents with a label addiction can rest assured their progeny do not have to dress down.

This was something of a no-brainer for the brands. Kids grow out of clothes at a terrifying rate, and since many fashion fi ends were already willing to cough up for a whole new wardrobe at each turning of the season, there was no reason to assume that they would shy away from regular splurges on designer duds for their little ones.

Here in Paris, there’s a mini media empire aimed at fashion-conscious parents. Take Milk magazine, founded, in 2003, by former TV presenter Isis Colombe-Combréas and her art dir-ector partner, Karel Balas. The quar-terly has a circulation of about 60,000, with 15,000 outside France. (There’s also a spinoff annual interior design title.) While it looks like a premium fashion magazine for kids, Milk is actually something more subtle than that: a magazine about child-friendly consumer goods for wealthy, fashion-conscious parents.

The trend for marketing clothes to preteens seems to have its roots in the 1990s, when apparel makers realized that kids on the cusp of adolescence (tweens) were watching MTV and

comparing bands and brands in the school-yard. The likes of Calvin Klein, Gap and Nike—and, more recently, Abercrombie & Fitch—turned T-shirts into status symbols, and kids into walking advertisements.

But this only worked because the par-ents—the enablers, the ones with their fi n-gers on the purse strings—bought into the deal. They did so because the role of kids had

shifted. Children had become more central to the image of the family, and the way they looked impacted on the way their parents were perceived socially.

Likewise, parents no longer felt that they had to descend into cardigan-wearing frump-iness as soon as their fi rst-born emerged. By the turn of the millennium, a new genera-tion of parents were determined to stay cool,

which might explain the emergence of stroll-ers resembling armoured off -road vehicles.

So much for luxury clothing and accessor-ies, but is it possible to have a luxury experi-ence with kids? This spring, my fashion editor wife and I, parents to a rambunctious three-year-old boy, began casting around for a vacation that combined stylishness with—a phrase known to strike terror in the heart—child-friendliness. Chatting to friends both real and virtual, my wife unearthed

BY MARK TUNGATERETAIL/LUXURYBRANDED DELUXE

PARENTING IN STYLEFor those who believe kids can be the perfect accessory for a fashionable life

EAU DE NOT–YET-TOILETTE-TRAINED.Dolce & Gabbana off ers a line of baby perfumes.

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CUNGR0230_MK_4C_E_Family.indd 1 2014-09-16 10:54 AM




what turned out to be the per-fect place: the Ammos Hotel in Crete, Greece.

Small, with only 33 rooms, it is an immaculate white-painted building that looks like an oversized Greek villa, with turquoise doors and trailing purple bougainvillea. Step off the restaurant terrace and you’re immediately on a private beach, which shelves so gently that you can wade far out to sea without getting wet above the waist. And if your toddler is terrified of even the smallest wavelet, the hotel has a pool with a built-in pad-dling area.

But that’s not all. In the morning, children gather around to watch the feeding of the hotel’s pet tortoise, Bob. Throughout the day, semi-domesticated cats dart about. Between

5 p.m. and 7 p.m. there is a free playroom overseen by a trained nanny. The hotel will also book babysitters for the evening. But we only did this twice—mostly we just ate on the hotel ter-race while our son ran up and down with the other kids on the perfectly trimmed lawn. This meant we could enjoy Cretan delicacies and a bottle of rosé without having to worry about tending to grazed knees.

During our stay, my wife chatted with the owner, Nikos Tsepetis, about the hotel’s con-cept. He admitted to her that,

ironically, he didn’t particularly like children. He originally envisaged the hotel, built on a seaside plot acquired by his parents, as a stylish destination for couples. But when he saw that the hotel’s human size and safe beach

appealed to the parents of young children, he created the playroom.

Even now, he politely turns away large groups, or even three families who book together, which, he says, “creates a gang.” The size of the rooms tends to limit family units to four. The result is a self-selecting bunch of young and young-minded guests with similar tastes and kids in tow. It was refreshing to be able to shrug and smile understandingly at each other when one of our offspring was having a tantrum.

Nikos also commented that, personally, he did not believe parents should allow their children to dominate the family. Which is why the Ammos Hotel is not actually a child-friendly hotel—but a parent-friendly one. Because when you’re the parent of a small child, being able to relax is a true luxury.

Mark Tungate lives in Paris and is the author

of Adland: A Global History of Advertising.

Children had become more central to the image of the

family, and the way they looked impacted on the

way their parents were perceived

socially

‘‘

’’



VOLKSWAGEN “THE 567-MILE SCROLL”

GETTING CREATIVE BY RAE ANN FERAINNOVATION/TECHNOLOGY/ADVERTISING

In this modern age, as we spend hour upon hour staring into a computer screen, there’s hardly anything more innate than scrolling a mouse. That little fi nger fl ick along a track pad is

done by rote, mindlessly, without thought—until you’re asked to keep it up, without pause, all day long. Only then does such a simple task seems herculean.

© 2014 Aimia Inc. All Rights Reserved.

NOTICE OF APPOINTMENT Aimia Inc.

John Boynton, Chief Marketing Officer, Canada

Vince Timpano, President and CEO, Canada, Aimia Inc., is pleased to announce the appointment of John Boynton to the newly created role of Chief Marketing Officer for Canada. Boynton’s mandate is to ensure Aimia is recognized as the leader in loyalty marketing and for its full suite of loyalty programs, products and services.

Boynton will shape the future of the Aeroplan program by accelerating the development of innovative products and marketing by leveraging valuable member insights to ensure a rich and relevant member experience. He will also lead the proprietary loyalty business, with a focus on high-value loyalty products and services.

With more than 25 years of broad marketing experience, Boynton most recently served as Executive Vice President and CMO for Rogers Communications Inc. Prior to his 12 years at Rogers, he gained experience across a number of sectors across North America with brands such as Pepsi Co, Sprint Canada, and AT&T.

About AimiaAimia, a global leader in loyalty management, has proven expertise in launching and managing coalition loyalty programs, like Aeroplan, delivering proprietary loyalty services, creating value through loyalty analytics and driving innovation in the emerging digital, mobile and social communications spaces. For more information, please visit aimia.com.



With its 567-Mile Scroll, an online game from Volkswagen that was part of its Shark Week partnership with Discovery Channel, the carmaker dared visitors to do just that: scroll continuously for upwards of nine hours. The point was to both replicate the nonstop swim-ming of the predatory fish and to illustrate the stamina and power of the Volkswagen Golf TDI, which can drive 567 highway miles on a single tank of gas.

THE BRIEF: For the third year of its part-nership with Discovery for Shark Week, Volkswagen wanted to get more involved with actual programming. At the same time, Deutsch LA, VW’s creative agency, was brainstorming the launch of the new Golf

TDI. So the idea to create a content series was born, wherein survivalists/TV personalities The Dudes, from Discovery’s Dude, You’re

Screwed, hop in a Golf TDI and drive 567 miles non-stop.

“The car’s features—great mileage, power and agility—stood out to us as quite shark-like, and so Shark Week seemed like the per-fect opportunity to highlight the TDI in an interesting way,” note Andy Pearson and Alex Gross, vice-president/creative director and account director, respectively, of Deutsch LA. “The content series and digital games pro-vided the ideal solution for us because our two biggest goals were to incorporate Volkswagen more deeply into Shark Week while expand-ing the digital experience from years past.”

SWIM LIKE A SHARK: The actual game-play of the 567-Mile Scroll is dead simple: You just scroll. And scroll, and scroll, and scroll. Shark-related facts pop up every quar-ter of a mile, and there are small challenges built into the game as well. If you exceed the speed limit, for example, your overall time will be penalized. And after scrolling long enough, the visuals will turn to night with headlights to illuminate different parts of the seaside road.

The purpose of the 567-Mile Scroll—as well as Swim Like a Shark and Shark Survivor, two other, less time-consuming games—is to find ways to weave in Shark Week programming and shark education, while also engaging users in simple but fun digital experiences, say Pearson and Gross.

FOR THOSE WHO GO THE DISTANCE: Pearson and Gross say it takes eight to nine hours to beat the 567-Mile Scroll. “We are still waiting to see anyone actually complete it, but assume there will be a few determined fans that do.” (At press time, no one had.) Those who do will reach the end of a pier and meet a celebratory screen that can be shared socially. Winners also receive a digital trophy and the chance to become King of Shark Week, an honour that comes with a chance to win a $2,500 cash prize.



MARKETINGMAG.CA

KNOWING WHAT THEY’LL DO NEXT

CONSUMER INSIGHTS RETAIL/DATA/PREDICTIVE ANALYTICS

Predictive analytics is being touted as the crystal ball for retail-ers—except more accurate. But what is it? It’s about using data to understand customer needs and preferences, and then offering a personalized customer experience accordingly.One reason it’s hot now might be because people are getting tired of

the hype over Big Data, which can seem to be all about potential. Predictive sounds more actionable, somehow. Right? It was a New York Times article about analytics that drove a lot of initial awareness about data’s power of prediction, recounting how Target used customer purchasing data to come up with a “pregnancy prediction” for its shoppers. But it’s bigger than that.In a recent Retail TouchPoints article, SAP’s James Fisher likened predictive analytics to a secret weapon for retail: “By using sales and behavioural data alongside information about market conditions, retailers can accurately project demand for anything from burgers to a mobile optimized website.”

Rebecca Harris explores the power of predictive analytics

1662Predictive analytics may be the new big-data buzzword, but its origins date back to the bubonic plague of 1662, when John Graunt, a London haberdasher by trade (who would later be known as a pioneer of demography and actuarial science) published Natural and Political Observations Made upon the Bills of Mortality. Graunt analyzed mortality stats and tried to build a model to predict the city’s next bubonic plague.

$6.5 billionMore than 350 years later, the predictive analytics software mar-ket is forecast to reach US$6.5 billion globally by 2019, according to Transparency Market Research. Sectors such as financial services, insurance, government, pharma, telecom, IT and retail are driving the demand.

Today, predictive analytics is used for all kinds of things: disease prediction, fraud prevention, risk analysis, internet secur-ity, workforce management and supply-chain operations. But according to Ventana Research, businesses use it mostly for revenue-producing functions:

65% use it in marketing

59% use it in sales

TOP 5 BENEFITS OF PREDICTIVE ANALYTICS� Achieve competitive advantage 68%� New revenue opportunity 55%� Increased profitability 52%� Increased customer service 45%

� Operational efficiencies 44%

Source: Ventana Research

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Find out in a new cross-screen research survey—commissionedby Videology and conductedby Marketing Magazine—to be released in December 2014.

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MARKETINGMAG.CA

SAP POLLED U.S. AND U.K. business decision-makers on their attitudes toward predictive analytics:

85% of those using predictive analytics report it has had a positive impact on their business

69% said predictive analytics is more about exploiting opportunities, while 31% said it’s more about minimizing risk

SO, IT WORKS. But there’s a problem. While 94% said the volume of data their organ-ization collects, or has access to, has increased in the last 12 months:

37% admitted they lack the necessary time and resources to make use of such information

34% said there is just too much data to analyze

8% to 12%Increase in online sales at Macys.com over three months after imple-menting a predictive-analytics solution. How’d they do it? Through targeted emails to registered users as well as visitors to the website. According to SAP, Macy’s is now able to build 20 predictive models in a few weeks, which represents 15-times increased productivity compared to the retailer’s previous approach.

AMAZON KNOWS WHAT YOU WANT BEFORE YOU DO. In January, The Wall Street Journal reported that Amazon gained a patent for what it calls “anticipatory shopping.” Amazon said it may ship products it expects customers will want—based on previous orders and other factors—but haven’t yet ordered. The packages could wait at the shippers’ hubs or on trucks until an order arrives, thereby reducing delivery times.

4,996 Number of (mostly fake, very hilarious) reviews of the Hutzler 571 Banana Slicer on Amazon . “Amazon has built the world’s smartest, most sophisticated recommendations engine,” writes Jeff Bercovici in Forbes, “but it can’t tell the diff erence between a user who is shopping in earnest and one who’s browsing a product just to laugh at it.”

MOST SHOPPERS WANT A PERSONALIZED EXPERIENCE. An IBM report on omni-channel product recommendations found that 55% of shoppers expect relevant promotions based on past purchases, and 43% want their prior purchases to result in new product recommendations. The “Rethink-ing Retail” report, by Infosys, notes that 31% of consumers want their shopping experience to be more personalized.

20% have never received personalized off ers/promotions based on past purchases

19% have never received product recommendations based on past purchases

THOSE WHO HAVE RECEIVED PERSONALIZATION WANT: Personalized coupons 67%Personalized off ers/promotions 62%Product recommendations 58%…based on previous purchases

WHAT THEY WANT IT FOR:Groceries 56% Entertainment 53%Health/beauty 51%Electronics 50% Clothing 47%

Source: Infosys



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Prepare to meet the future of the industry. Marketing’s 30 Under 30 are all bright, brilliant, enthusiastic young men and women who’ve already done much in their few years in the business and seem destined for even greater things in the years ahead.

As has been the case since we launched our 30 Under 30 in 2012, the list is entirely an editorial decision. A call for nominations went out in June, generating more than 300 nominations. The editorial team reviewed and researched all of them to determine a (fairly long) shortlist. Each of those fi nalists provided additional information and contacts. After several long meetings, much discussion and heated debate the fi nal 30 were selected.

On the following pages you’ll fi nd a mix of profi les, fi rst-person stories, advice, insights and tips.

We wanted to showcase not just what they’ve done to make our list but their unique perspectives and expertise on the industry and why they’ve accomplished what they have so far.30

UNDER

30

MARKETING’S ANNUAL

BY KRISTIN LAIRD, RUSS MARTIN, JEROMY LLOYD, REBECCA HARRIS,

CHRIS POWELL, JEFF FRASERPHOTOGRAPHY BY MIKE FORD

PROFILES OF ALL 30 ARE AVAILABLE ON THE IPAD AND AT MARKETINGMAG.CA NOW.

WANT MORE30 UNDER 30?





KRISTIE FORBES AGE 26REGIONAL MARKETING SPECIALISTMCDONALD’S CANADA

MOBILE TECHNOLOGY: This trend isn’t new, but the prevalence of advanced mobile technology continues to change the way cus-tomers engage with brands. As technology evolves, QSRs need to continue innovating to keep up with expectations. We need to fi nd new and interesting ways to reach customers, create meaningful connections and add value to their in-restaurant experience.

TRANSPARENCY: Customers are more interested than ever before in food ingredients and where it all comes from. I think McDon-ald’s has done an amazing job approaching this trend through the “Our Food. Your Questions” campaign, where we welcome Canadians’ questions about our food and allow them a peek behind the virtual curtain.

MENU INNOVATION: While the iconic Big Mac will never go out of style, we know that our customers’ tastes are always evolving. I think you will continue to see QSR res-taurants expanding their menus, adding new and exciting ingredi-ents and testing new fl avours.

TWO 20-SOMETHINGS OVERSEEING REGIONAL MARKETING ACTIVITIES FOR TWO HUGE FAST FOOD CHAINS OUTLINE THEIR TOP 3 TRENDS TRANSFORMING QSR MARKETING

QUICK CHANGES

DIGITAL: Conventional ways of driving traffi c and sales are no longer enough. Knowing how to play in the digital and social space, in a way that is aligned with your brand, is not only transforming where, but how we communicate. Previously, if we wanted cus-tomers to know we had a new product, or we

wanted to drive traffi c, it was as simple as executing a direct-mail campaign. While that is still a common industry practice, it’s no longer enough. There is a conversation that needs to happen online as well, to engage customers, build awareness and drive traffi c.

EVOLVING TASTES: While Canadians have their favourite menu items, they also have an insatiable appetite for “new,” which leads to constant product innovation and menu expansion in QSR. For instance, we know

Canadians love spice. This insight was the inspiration for our Angry Whopper campaign, our new Buffalo Chicken Strips and our Spicy Big King.

VALUE: It’s important to remember that value and menu innovation are not mutually exclu-sive. Offering Canadian consumers innova-tive products, at a great value that satisfi es our diverse tastes has been an exciting shift in how we market to customers. And it makes my job much more fun.

SARAH BEECH AGE 29REGIONAL MARKETING MANAGERBURGER KING CANADA

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OCTOBER 2014 19

You may have a social-media specialist at your company, but you’ll be most suc-cessful if the entire company gets behind the initiative, says Jason Cassidy, who just switched employers from Sir Corp. to Cara. The great companies of the future won’t have social-media departments; they will be fully immersed social businesses. The job of a social-media manager is to educate, inspire and lead the company’s strategy, and that starts with activating your employees. Here, Cassidy suggests fi ve ways to get your employees to mar-ket your brand using social media:

SHARE YOUR VISIONTell your employees how you’re position-ing your brand on social media, and be clear about how they could be sup-porting that on their personal profi les. More often than not, they’ll want to help.

TEACH THEM THE BASICS Don’t assume all of your employees know how to use social media, which channels your company is on or how they can help . Host educational ses-sions to teach staff, and when some-thing newsworthy happens, write sam-ple messaging and ask that they share it on their networks .

ENCOURAGE SOCIAL MEDIA USAGE AT WORKThey’re already using it in their spare

time, so why not develop a system that is mutually benefi cial? For example, we encourage staff to take food photos and share them on their personal profi les.

INCENT PARTICIPATIONThis can be as little as repurposing the content about your brand they’ve shared on their profi les. It can be an internal contest, social employee-of-the-month or anything that gives them credit for contributing.

CELEBRATE SUCCESS Share social-media wins with all employees and remind others how they can contribute, too. Success could mean a photo featured on the company website or a retweet from an infl uencer in the space.

LAURA GRAY AGE 29SR. MARKETING MANAGER, PEPSI PEPSICO BEVERAGES CANADA

Laura Gray joined PepsiCo, in July 2013, and was promoted just six months later to lead the entire Pepsi brand portfolio. Before joining Pepsico Gray spent six years at P&G, including three years in the U.S. working on the global team building the CoverGirl and Max Factor brands. How did her time working at the world’s biggest marketer help her in her current role?

1 Understanding regional dif-ferences: I led a team developing innovation for more than 100 markets. It was critical to understand regional differences and make decisions based on consumer insights and different competitive environments. In Canada, regional differences exist, particularly with beverage consumption, so it’s critical that I spend time understand-ing the regions and make marketing decisions accordingly. 2 Involving key stakeholders early on: When developing innovation, it was critical to enrol cross func-tional and agency partners early, so as to infl uence decisions. In Can-ada, I’m consistently working with a cross-functional team to evaluate marketing plans and to make recom-mendations for optimization.3 Setting clear priorities for agen-cies: I had the opportunity to work with multiple agencies around the world on marketing innovation and communications. I quickly learned the importance of setting priorities for agency partners and giving clear and concise feedback.

HE BUILT THE SOCIAL INFRASTRUCTURE AT ONE OF CANADA’S LARGEST RESTAURANT CHAINS, WHILE SHE’S ALREADY FILLED LEAD ROLES ON GLOBAL BRAND TEAMS AT P&G AND NOW IS BACK HOME MAKING PEPSI POP

JASON CASSIDY AGE 27DIGITAL MARKETING MANAGERCARA




John Fanous spends his days designing ground-up digital and mobile market-ing solutions for national brands such as Walmart and Loblaw and doing interviews with CTV and the Financial Post. Given all the hype around smart-phone-assisted shopping—and given that Mediative tracks more than 1.2 million mobile impressions at Loblaws stores each month—we asked him how to do in-store shopper marketing the right way.

FANOUS’ FIVE WAYS TO CONNECT WITH SHOPPERS IN-STORE

1 Make sure the mobile ads match what users are shopping for. If the promise of your ad isn’t relevant enough to engage with, it isn’t worth interrupting a potential customer.2 Engage the shopper on com-mon ground, in a contextually relevant environment, rather than just trying to sell to them. Remember, the average shopper hates to be sold to, yet is in a store to buy.3 Don’t just consider which store the consumer is visiting, but other context-ual factors such as the local weather and time of day or week. Context can help you be relevant to their shopping experience at a specifi c moment in time.4 Expand your reach—don’t just target shoppers at your own locations , but reach out to them at competitive retailers and even pre-market locations. For example, target messaging for baby brands at future moms at Lamaze clinics and inside obstetrician offi ces.5 Creative is key! Bad ads do not cre-ate a connection with shoppers on an emotional or logical level, so be sure to engage shopper marketing–experienced creative partners who understand how to appeal to a user in a relevant manner.

JOHN FANOUS AGE 28VICE-PRESIDENT, SHOPPER MARKETING AND CENTRAL REGION CLIENT TEAM MEDIATIVE

REACHING THE MOBILE SHOPPER

WHEN YELLOW PAGES GROUP BOUGHT AND MERGED THREE AD-TECH COMPANIES TO FORM MEDIATIVE, JOHN FANOUS JOINED AS AN ACCOUNT REP. WITHIN A YEAR HE WAS A VICE-PRESIDENT AND MEDIATIVE’S RESIDENT SHOPPER-MARKETING GURU.

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MEDIATIVE HAS TALENT.

CONGRATULATIONS, JOHN FANOUS!

ONE OF THE TOP 30 UNDER 30.

Mediative is one of North America’s largest integrated advertising and digital marketing companies, specializing in maximizing the online presence of some of the world’s most respected brands.

Mediative’s best-in-class digital media strategists and experts serve national agencies and advertisers generate performance from their digital media buys. Mediative covers search, display and social networks to drive performance marketing for clients across the entire buying cycle, from brand awareness to lead generation and sales. The company is also a leader in consumer intention data, media networks and technology to help advertisers, publishers and retailers connect with audiences.

mediative.com




For his thesis in systems-design engin-eering at the University of Waterloo, Michael Litt designed a tool that could track how people watched market-ing videos on advertisers’ sites and emails. The product became so suc-cessful that Litt’s business, Vidyard, was picked up by Y Combinator, the famous Silicon Valley startup incuba-tor. Using the more than $10 million in venture capital Vidyard has accumu-lated, Litt and his partner, Devon Galloway, have built a comprehensive video-marketing platform for recording, distributing and analyzing marketing videos, and for connecting video cam-paigns directly to CRM platforms such as Salesforce and Eloqua.

HOW VIDEO IS RESHAPING CUSTOMER RELATIONSHIPS

THANK YOUR LEADS WITH PERSONALIZED VIDEOOne of the big innovations is that sales reps can use the camera on their smartphone to easily record video and email it to a customer to say thank you for a call or to give them additional information. We’ve seen a trickle that’s become a flow of B2B sales reps recording video to follow up with customers.

KNOW WHEN LEADS ARE WATCHINGIt’s easy for reps to see exactly when there’s a lead watching video content. Say there’s a marketing video on your website: a rep who’s responsible for that account can know exactly when that person is watching that asset. Then they can pick up the phone and call, and it will no longer be a cold call.

KNOW WHERE LEADS ARE GETTING STUCK IN PRESENTATIONSFor B2B marketing connections and for internal communications, Power-Point is common. Reps and market-ers can turn those PowerPoints into video assets just by recording audio. Once the customer or employee gets the video, the marketer can see how far into the presentation the prospect makes it, which helps them under-stand where the clients are paying the most attention and where they’re losing interest.

MICHAEL LITT AGE 28CO-FOUNDER AND CEOVIDYARD

HE WAS MAKING A NAME FOR HIMSELF IN SILICON VALLEY WITH HIS MARKETING VIDEO INGENUITY, BUT BELIEVED HE COULD MAKE IT BIG BACK HOME IN ONTARIO. HE WAS RIGHT.

VIDEO PLAYER

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5.5x 16x




KNOWING WHAT’S IN STORE

30 UNDER

30ONE SHOT UP THE RANKS AT THE LARGEST CPG IN THE WORLD,

THE OTHER AT THE WORLD’S LARGEST RETAILER; THEY BOTH KNOW A WHOLE LOT ABOUT SHOPPER MARKETING.

Katie Elder

Galina Boutvilovski




How is shopper insight different from consumer insight?GALINA BOUTVILOVSKI: We use consumer insights to understand how an aggregate of potential shoppers will likely be infl uenced by our message to take action. Shopper insights are more data driven and can happen in real time. They help us understand actual con-sumer behaviours and patterns and insight into what infl uences purchase decisions. With the rapid growth of technology and e-commerce, we can get closer to under-standing purchase motivators at a granular level and activate marketing campaigns in real time against shifting behaviours.KATIE ELDER: Consumer insight focuses primarily on the brand in the context of the brand’s competition only. Shopper insights consider the brand in the context of the retailer and the retailer’s competition as well as specifi c purchase barriers. Shopper barriers are specifi c to the retail context both in-store and online. You need to go beyond knowing brand awareness and loyalty to understand-ing the shopping behaviour and the reality of the in-store or online environment.

Why is shopper marketing suddenly a big deal?GB: Shopper marketing has been around for

a long time—be it coupons, product sam-ples or in-store signage—but the internet has created signifi cant transparency into the effectiveness of advertising campaigns. Brands have started to question the effect-iveness of all their mass media campaigns and to benchmark against their ultimate goal: to drive sales. Shopper marketing puts the message right in front of an active shopper and is one of the only ways to show a direct sales impact from a marketing initiative. KE: In a competitive and consolidated mar-ket, both brands and retailers are looking to fi nd new opportunities for growth. Shopper marketing and insights can help enable ways to create joint value between the brands and the retailer.

Where does digital fi t in?GB: With the emergence of digital shopper marketing, we have the ability to leverage real-time data to create hyper relevancy in our marketing messages . Not only can we be more effective in reaching a customer, we can be a lot more effi cient with our marketing investments. But digital is only a piece of the puzzle, and I think it’s important to look at the shopper journey more holistically at the intersection of physical and digital. KE: We live in an omni-channel world. It’s

about being where people are consuming and looking for information, so digital is absolutely critical. If you are not prepared to support your consumer’s decision journey, including digital, you are going to be left behind. One way to think about it is: if you don’t have at least basic content online, then a shopper may not think you exist at all. You risk being completely left out of the purchase consideration set.

What is the biggest misconception about shopper marketing?GB: I think there are two things. One is that shopper marketing is only limited to marketing tactics in a store. The reality is, shopper marketing must be part of an overall integrated marketing strategy. Brands need to think about infl uencing a customer’s shop-ping behaviour at every touchpoint along the path to purchase. The other is that shopper marketing is only for brands that sell in your store. Shopping behaviours can help predict when a person is about to move into a new home and is looking for a new car and auto insurance. They can predict when a shopper is about to plan a vacation or is planning on attending an event. These are concrete data points from real shoppers.KE: That it’s just in-store displays and POP.

GALINA BOUTVILOVSKI AGE 29DIRECTOR, AD MEDIA AND SHOPPER MARKETINGWALMART CANADA CORP.

KATIE ELDER AGE 29SHOPPER MARKETING LEADER, WALMART CANADA TEAM P&G

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“In a post-2008 corporate environ-ment, with worldwide bottom-line pressure rising, everyone is being asked to do more with less. At the same time, consumers are demanding more content across more channels as the industry fi ghts to keep up with ever faster media cycles, from social to mobile to real time. Accordingly, market-ers need to think differently about how they work as the industry faces these new challenges and opportunities.

Over the past couple of years, a lot of the technological barriers to remote work have been torn down. Almost any work that can be done at a computer can now be done online. As global access to high-speed wire-less internet increases and the cost of hardware and software decreases, the way we work has changed. Marketers that embrace this mindset are most likely to fi nd a competitive advantage.

With the power of the internet, big businesses can collaborate with top freelance talent from around the world on a just-in-time basis, saving substantial time and money.

However, there is much friction for marketers to go directly to freelance talent as recruiting, vetting and manag-ing freelancers is complex and a competency in itself. Companies that can effectively overcome this friction, tapping into this new way of working, will be armed with a competitive advantage.

Our mission at 5Crowd is to unlock the power of freelance and share it with the world!”

RACHEL ZIMMER AGE 26 BRAM WARSHAFSKY AGE 25PARTNERS5 CROWD

THEY FELT THE PRESSURE TO DO MORE AND MORE WITH LESS AND LESS, AND CAME UP WITH THE IDEA FOR A NEW BUSINESS TO HELP SHORT-HANDED MARKETERS FIND FREELANCE HELP. HERE’S THEIR ELEVATOR PITCH FOR A NEW WAY OF WORKING FOR MARKETING DEPARTMENTS.

INTO THE POOL

30 UNDER

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There’s a touching moment at the end of WestJet’s Christmas Miracle when a young family receives a TV and the mother, over-whelmed and surprised, sticks her fi ngers under her glasses to wipe away her tears.

What the viewer doesn’t see is the man behind the video, Greg Plata, who’s standing just off camera, wiping away his own tears.

From the video’s inception to that moment, Plata was the driving force of Christmas Miracle. Corey Evans, sponsorship manager at WestJet, says the stunt “wouldn’t have happened” with-out Plata, who fi rst had the idea to launch an activation during the holiday season—a time when other brands are gearing down.

The bet paid off handsomely; the video got more than 36 million views and pushed up revenue 77% over the previous December. That jump, says Evans, is a direct result of the video. Likewise, bookings were up 86%, along with a 100% jump in traffi c to WestJet.com, proving well-crafted content can move the needle.

Christmas Miracle also landed the company two bronze Cannes Lions —a fi rst for WestJet. Evans says Christmas Miracle has become a benchmark for content marketing at WestJet, and proof that new forms of marketing work for the brand.

“WestJet’s a very traditional marketer. [Christmas Miracle] opened everyone’s eyes to the opportunity of doing things differently,” Evans says.

Plata joined WestJet, in 2011, and soon proved himself with projects such as #NYCA-SAP, a 2012 launch for service to New York’s LaGuardia Airport .

That stunt saw 100 WestJet brand ambas-sadors, each dressed as the Statue of Liberty, fl ood Toronto, giving out 23,000 boarding passes for 20% off fl ights; 150 of which had codes for free fl ights. The campaign led to 15 million media impressions in 24 hours and more than 4,500 Twitter impressions.

WestJet’s senior ranks took note and in 2012 Plata was promoted from sponsorship coordin-ator to team lead. The company also intro-duced experiential marketing as a department, giving Plata a team of three direct reports.

Whether Plata’s next Christmas effort (he’s working on it now) will be Lion-worthy won’t be seen until this winter, but it’s safe to assume plenty of fl iers will clutch WestJet boarding passes as they pull up to their gate this December, hoping there’s another miracle in store.

GREG PLATA AGE 28TEAM LEAD, SPONSORSHIP AND EXPERIENTIAL MARKETINGWESTJET AIRLINES

‘WHAT DO YOU WANT FOR CHRISTMAS THIS YEAR?’

IT SEEMED LIKE A MIRACLE, BUT IT WAS JUST GREG PLATA, WHOSE VISION FOR CONTENT AND EXPERIENTIAL MARKETING IS CHANGING HOW WESTJET BUILDS ITS BRAND.

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FINISH THIS SENTENCE

1 The best activations always have... Staying power. The best ones last several years, with continual, small tweaks to keep them fresh.2 Sports is like business because... Both are competitive and fun. Combine the two and you get something that is also competitive, but a lot more fun.3 When trying to engage 20,000 fans in a stadium, brands should always remember... Fans are there to see the game. The best brands enhance the fan experience without intruding.4 The coolest sports activation I’ve ever seen is... I’ll give a domestic and an international answer. I’m biased, but I still think the Coca-Cola Zero Fans First Game is one of the best we’ve ever seen in Can-ada. Internationally, Bud Light Hotel at the Super Bowl. They invest signifi cant funds in it, but it really brings the brand to life on the biggest stage.5 My go-to play for creating fan engagement is... Taking two other ideas that I’ve seen, and combining them. As with everywhere else, there is no such thing as a new idea. I take pictures and notes at every event I attend, which is a lot, and that always gives me a chest of ideas to pull from.

SOCIAL MEDIA: THE GOOD, THE BAD, THE UGLY

GOOD The opportunity to build and measure a

consumer’s true path to purchase has never been easier. There’s a lot at stake: 71% of consumers with

positive social-media service experience are likely to recommend the brand. People love to buy, but they hate to be sold.

Social marketers are seeing success when they offer utility to their consumers. Investment in social media is becoming

a necessity, not a luxury. Businesses are continuing to move budget from traditional toward digital. Social media is an opportunity to earn con-

sumer trust by engaging in a two-way dialogue.

BAD We’re too caught up in the hype of Big

Data, but not spending enough time gleaning insights from the information we already have. While 4.7% of a brand’s fans generate

100% of their social referrals, most market-ers still don’t know who they are. Digital is still a fraction of media spending,

while research shows that consumers are quickly moving from “digital fi rst” to “digital only.” Social marketers are taking shortcuts.

Building on the backs of other publishers is simpler, but what you gain in ease you lose in control.

Brands continue to favour workday publish-ing despite much better performance after-hours and on weekends.

UGLY Humanity has spent more than 16,000 years

watching the music video “Gangnam Style.” Social marketers are increasingly falling

victim to Buzzfeed envy, creating more tepid and condescending drivel than real value. Digital marketers need to embrace ROI and

put to rest vanity metrics like fan count and engagement rate. Traditional agencies are set up for tempor-

ary campaigns, not long-term programs, let alone products. Digital marketers can suffer from shiny-ob-

ject syndrome, jumping from one trend to the next instead of mastering marketing fundamentals.

NATHAN ROTH AGE 29SENIOR MANAGER, DIGITAL AND SOCIAL KOODO MOBILE

ONE MAKES BIG PLAYS HELPING SPORTS SPONSORS OF MLSE; THE OTHER CREATED A SOCIAL PLATFORM THAT TURNED KOODO CUSTOMERS INTO BRAND AMBASSADORS.

ANDREW STOKES AGE 29MANAGER, GLOBAL PARTNERSHIPS MAPLE LEAF SPORTS + ENTERTAINMENT

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LLOYD LEE CHOI AGE 27COMMERCIAL DIRECTORDESCENDANTS

Most spec spots from young dir-ectors are, let’s face it, mediocre at best. They may be fun, bold and show a lot of promise, but are rarely worthy of commercial airtime. However, one look at “Maddie,” a spec spot for Chevrolet, proves its director, Lloyd Lee Choi, is any-thing but “mediocre.”

The story of a woman’s lifelong friendship with her golden retriever was initially submitted to a contest for a chance at an Oscars’ com-mercial slot. “Maddie” placed fi fth, so it didn’t get its TV debut, having instead to make do with a bevy of international media attention and a mere 2.6 million online views.

“The way he told that story, there wasn’t a wrong shot in the whole thing,” says John Farquhar, founder of Rain 43. “It was beautifully put together; it looked as lush and as expensive as the most expensive car commercials out there. ”

Farquhar saw the spot online and reached out to the Ottawa-born, Vancouver-schooled director, and even promoted him a bit to a handful of Toronto produc-tion houses. The timing of that endorsement was perfect.

“My business partners and I were on the hunt for exceptional young and unsigned directorial talent,” says Tasha Litt, a partner at the new Toronto/L.A.-based Des-cendants. “Lloyd’s name quickly rose to the top of our list. He has this unique ability to turn a narrative into more than the sum of its parts.”

His skill is on display in “40-Love,” a short fi lm Lee Choi shot for Unilever’s Cornetto brand for its “Cupidity” campaign. The story, of a budding romance between a ten-nis star and a line judge, certainly pulled more than its weight when it came time for Cannes’ judges to award the entire campaign a Silver Branded Content Lion.

HIS EXCEPTIONAL FILMMAKER INSTINCTS CAUGHT THE ATTENTION OF THE INDUSTRY, LANDED HIM A GIG AT A PRODUCTION COMPANY AND HARDWARE FROM CANNES.

DIRECTOR’S NOTES

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THESE TWO PR UP-AND-COMERS ARE RISING THROUGH THE RANKS THANKS TO THEIR SOCIAL SAVVY AND DIGITAL CHOPS. WE ASKED THEM ABOUT CAREER HIGHLIGHTS AND WHAT LIES AHEAD.

THE VISION FOR PR

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Jacob Porpossian

Zack Sandor-Kerr



MARKETINGMAG.CA OCTOBER 2014 33MARKET INGMAG.CA | JULY 2014 33

What is the best part of your job? JACOB PORPOSSIAN: I never get bored. I just don’t have time. I enjoy being challenged to provide myriad solutions and love the pro-cess of bringing ideas to life. The feeling of making something out of a small idea with a great team, followed by the joy of a satisfi ed client, makes it all worth it. ZACK SANDOR-KERR: Those creative moments in which we dream up big pro-grams. I love being locked in a room with my colleagues and emerging with a con-sumer insight around which we can build an entire campaign.

What is your top social media advice for marketers? JP: Many clients just want to be on social media because they feel that they have to, and often believe that the “build it and they will come” attitude will suffi ce. It’s getting harder for brands to get their con-tent into your news feeds. Having a strategy, developing content and then understand-

ing how to optimize and amplify it is abso-lutely necessary. ZSK: First, let’s take less joy in the social-media missteps of other brands and market-ing professionals. Second, get really good at Excel. The better you are at slicing, dicing and manipulating data, the more interesting, actionable insights you’ll be able to glean. Pivot tables are your friends.

What’s your favourite moment from your career so far? JP: It was at the beginning, at age 18, being able to produce, direct and host a show as a part of the Armenian cultural programming on OMNI. It gave me the opportunity to learn a lot about myself and develop skills that would help me grow for the next eight years. ZSK: Three words: cocktail dispensing robots. I work on a campaign for Absolut Vodka that taps the creativity and passion of the “maker movement.” We have been working with members of this incredible community to build interactive, technol-

ogy-infused, interactive art pieces, which include bar bots.

What’s the “next big thing” in PR? JP: Integration. I know it’s a word that people throw around all the time, but to service our clients better, we have to not only be great communicators but also great content cre-ators. The PR industry needs to evolve and be able to tell great stories in a variety of ways throughout different platforms. Being able to operate as an integrated team allows for the content to be created with the under-standing that it will be used for media rela-tions, social content and online advertising.ZSK: Change. Media is changing. Agen-cies are changing. The ways our clients do business are changing. So are the ways our audiences consume information. PR is evolv-ing ahead of many other industries because we’ve always been about the conversation, the exchange of information. So, whatever we do, we start with a deeper understanding of the end audience.

JACOB PORPOSSIAN AGE 26DIGITAL STRATEGY AND CREATIVE PROGRAM DIRECTORFLEISHMANHILLARD CANADA

ZACK SANDOR-KERR AGE 29DIGITAL STRATEGISTHILL + KNOWLTON STRATEGIES




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It was almost a decade ago that Erin Jacobson fi rst entered the political world, knocking on doors for Olivia Chow’s 2005 federal campaign . Since then she’s quickly climbed the ladder, fi rst at the NDP and now at Edelman, which she joined, in June, as vice-president of digital public affairs.

Jacobson’s fi rst federal job was working as a communications assist-ant for Chow’s late husband, Jack Layton. She was identifi ed as a talent, according to former NDP national dir-ector Brad Lavigne, now vice-presi-dent of public and corporate affairs at Hill and Knowlton. Seen as a hard-working perfectionist, she was promoted fi rst to communications offi -cer, then manager of communications, then director of communications. In 2012, she was made deputy director of strategic communications for the offi ce of Thomas Mulcair.

Throughout that time, Jacob-son helped guide the NDP brand, designing everything from e-mail campaigns to the wrap for the campaign plane . “Erin was responsible for how people saw and felt about a political brand that millions of Canadians sup-ported for the fi rst time in their lives,” Lavigne said, referring to the 2011 federal election, when the NDP jumped to 100 elected MPs from 36 .

Jacobson played a big part in ushering in a new era for the party, designing an iOS app ; helping run digital town halls that combined Twitter, Google hangouts and You-Tube; and leading the design of a template for new websites now used by 86 MPs.

As Edelman’s fi rst digital public affairs hire, Jacobson is now tasked with bringing new digital advocacy tools to clients ranging from organiz-ations and associations to politicians. But don’t be surprised if she shows up on your doorstep. Despite her senior role in public affairs, Jacob-son still regularly rolls up her sleeves as a volunteer for candi-dates seeking offi ce .

ERIN JACOBSON AGE 29VICE-PRESIDENT, DIGITAL PUBLIC AFFAIRSEDELMAN

HER HARD WORK AND COMMUNICATIONS SAVVY MADE HER A STRATEGIC LEADER FOR THE NDP. NOW SHE’S PUTTING HER DIGITAL EXPERTISE TO WORK IN THE CORPORATE WORLD.

LIFE AFTER POLITICS






JEREMY BAXTER AND MICHELLE HARPER ARE DOING SOMETHING RIGHT—BOTH HOLD MANAGER POSITIONS ON MAJOR BRANDS. WE ASKED THEM FOR FIVE TIPS ON VITAL SKILLS FOR MARKETING IN THE 21ST CENTURY.

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JEREMY BAXTER’S TOP 5 TIPS TO BE MORE INFLUENTIAL—A.K.A. MARKETING’S SECRET SAUCE

1 Whether you’re looking to change consumer perception of your product or to persuade your colleagues to adopt a different

strategy, the most important aspect of infl u-ence is the audience’s perception of your brand, either corporate or personal. 2 Credibility is the key part of your reputa-tion. Without credibility, no amount of pitch-ing, selling or praying will get your audience to take your message to heart. Your audience has to believe what you’re saying is true and relevant before they will accept the action you want them to take.3 As humans, we’re wired to connect

emotionally before we ever understand the rational argument. This underscores the need to develop an authentic and credible

reputation, in order to land a compelling, rational message.4 When we launched Optik TV at Telus, our audience saw us as a phone-and-inter-net company. We had to show that Optik TV is a revolutionary entertainment experience for the user. Our audience’s perception had to change before we could be included in their consideration set.5 I consistently rely on my reputation as

a credible marketer to pitch new ways of going to market. But without my leaders and colleagues fi rst believing in my brand, they won’t believe the message I’m selling.

JEREMY BAXTER AGE 29SENIOR MANAGER, MARKETING COMMUNICATIONS TELUS COMMUNICATIONS

MICHELLE HARPER’S TOP 5 TIPS TO BE MORE SOCIAL

1 Defi ne “success”: Social-media strat-egy should be treated like any other project: it requires a specifi cally defi ned goal, a time-frame to achieve that goal and an assess-ment of the fi scal and human resources required. This also means setting realistic expectations for your analytics .2 Think outside your time zone: Re-posting

links—with calculated intent, not spam-like regularity—will not only help you reach the members of your audience working on a dif-ferent schedule, but also help boost traffi c via users who may have missed the initial post the fi rst time around.3 Relevancy trumps trends: Remember the Harlem Shake and how much added value that viral sensation brought to your brand? Exactly. Jumping on the internet bandwagon’s latest and greatest carries no guarantee of content virility and may be a detriment to your brand relevancy. It is the social-media equiva-lent of leaping up in a crowded room, waving and shouting, “Me too! Me too!” to a group of uninterested listeners. 4 Pick your platforms strategically, and don’t

cheat your content: Trying to build a presence on a channel that does not suit your business or customers is a waste of time and effort. Does the platform add value to your brand and customer? If the answer is no, participation is not required. When it comes to cross-platform posting, tweak your content for each channel. Laziness is easy to spot and is a big turnoff.5 Social platforms are customer-service

channels: Customers expect responses right away, and this should be part of the customer-service experience. If necessary, take conversations out of the social sphere by providing another point of contact in your fi rst response to the customer—email or tele-phone number—to ensure their concerns can be thoroughly addressed.

MICHELLE HARPER AGE 29NATIONAL MARKETING MANAGERPURDYS CHOCOLATIER

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INNOVATION AWARDS




Lego ’s rich history dates back more than 80 years, starting in a small workshop in Billund, Denmark. The organization has since evolved into a global enterprise, with products sold in more than 130 countries, and is now the third largest toy manufacturer in the world.

“Many marketers struggle to keep their brands top of mind year over year, let alone decade over decade,” says Kashani. Here, he offers up the Top 3 things Lego has done to keep its brand in the game with a whole new generation:

Staying relevant: From the suc-cessful launch of the L ego Friends theme; our collaboration with Disney and Lucas fi lms and the Star Wars universe; and our partners at Warner Brothers Studios, who brought to life the acclaimed The Lego Movie, we have been nimble and adept at stay-ing relevant all through the company. Insight-driven innovation: We are

laser focused on listening to our customers’ feedback throughout the entire cycle of product and communi-cation development. Many projects that we’ve launched are a result of direct interaction with our customers. Our latest launch of the Lego Ideas platform, where consumers can sub-mit their own Lego model designs to be turned into a product, is another great example of turning consumer insights into action. Integration with “the brick” at its

core: Our most engaged consum-ers currently interact with our brand through a variety of touch points, be it our Lego Club magazine, microsites, fan events, Legoland Parks, video games, TV shows or activity books. While we will continue to invest in a multitude of avenues to offer the best possible Lego experience to our fans, we are not going to lose sight of hav-ing the hands-on experiences at the core of everything we do.

SAM KASHANI 28SENIOR MANAGER, CUSTOMER DEVELOPMENTLEGO CANADA

AS IF LEADING INNOVATIVE STRATEGIC AND SUCCESSFUL PRODUCT LAUNCHES FOR LEGO WASN’T ENOUGH, SAM KASHANI FOUND TIME TO DEVELOP A NEW MARKETING MODEL FOR CANADA.

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As with cooking, when it comes to making crucial business decisions, sometimes you just have to trust your gut.

Amanda Riva, a self-proclaimed “crazy food lover,” did just that after graduating from McGill University, in 2010, with a bach-elor of arts and a popular online cooking show aimed at students on a budget.

What started as one-on-one cooking les-sons in 2008 , with her university roommate “who couldn’t fry an egg,” says Riva, quickly evolved into an online cooking show called The Hot Plate, which garnered a healthy number of fans and accolades, including McGill’s Dobson Cup for Entrepreneurship.

“Word got around and I had big groups showing up [at my apartment for cooking lessons], so one of my friends proposed we turn it into a cooking show,” says Riva.

Torn between her love for The Hot Plate and the security of a full-time job, Riva says she took the “safe approach” and, following graduation, accepted a director of sales pos-ition at an experiential agency. She backed out of it a week before her start date.

“I had a gut check and realized The Hot Plate is my future ,” says Riva.

Riva started working as a freelance food stylist, in Toronto, to help pay the bills, and in speaking with clients discovered what the industry was missing: a “cost effective con-tent creation model for brands,” she says.

“Working as a freelancer, customers were fairly open with me that one of the big-gest challenges for them—with the growth of social media—was [how to handle the] increased demand for content,” says Riva.

In 2012, Riva opened The Hot Plate, in Toronto, as a food-marketing agency offering services ranging from food styling, photography and recipe creation to video production and, most recently, social-media strategy and public relations.

For Riva, trusting her gut has paid off. In the last two years, her company has grown from two to 24 employees. Today, the agency works with 140 brands including Ital-pasta, Welsh’s and Nature’s Path and adds upwards of 15 new clients a month.

AMANDA RIVA AGE 26CEO AND OWNER THE HOT PLATE

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ANDREW CASALE AGE 28VICE-PRESIDENT, STRATEGYCASALE MEDIA

Last year, Vitaly Pecherskiy set out on a mission to exploit the inter-section of native advertising and programmatic media. He co-founded StackAdapt, which provides a platform for publishers to create custom ad units that match their editorial content, and sell them on program-matic ad exchanges . Pecherskiy sees branded content as the way forward in digital, and programmatic as the platform to deliver large-scale distribution .

THREE BRANDS THAT DO CONTENT RIGHT

MOUNTAIN DEWMany brands now understand that owned media gives them more fl exibility and control in content creation, distribution and data col-lection. Mountain Dew has taken this route with its Green Label con-tent hub for urban youth and millennials. Green Label has succeeded largely because the content is editorial, rather than being threaded with marketing messages. It provides consumers with quality content and lets them form their own positive associations with the brand.

KITCHENAID Publishing and distributing content has never been easier, thanks in large part to companies such as Pressly, which helps brands curate social content across the web. KitchenAid stands out as a brand leveraging a very visual, image-driven Pinterest channel to curate recipes and connect their products with customers .

FORD CANADAFord Canada teamed up with Just For Laughs to produce a success-ful bit of sponsored content—a series of pranks where unsuspecting bank customers were framed for bank robberies, featuring the new Ford Focus as the getaway car. Content partnerships between brands can be challenging, but because both brands’ distribution channels can amplify the message, the payoff can be very high.

VITALY PECHERSKIY AGE 26CO-FOUNDER AND VICE-PRESIDENT OF PUBLISHER RELATIONSSTACKADAPT

Andrew Casale built one of the world’s fi rst real-time ad networks when he was still in high school. Then, in more than a decade at the company he and his father founded, he’s watched the evolution of digital media, from the days before Google cared about advertising to today. In recent years, he’s emerged as one of Canada’s brightest “thought leaders” on the hopelessly complex world of ad tech and programmatic media. So, what’s been on his mind most these days? Fraud.

THE BIGGEST CHALLENGE FACING DIGITAL MEDIA

Digital media’s ad fraud is holding the entire digital industry back—and not just advertisers, but legitimate publishers and ad-tech compan-ies, too. The very presence of fake impressions created by unsavoury publishers and supply networks has created the perception that the digital ecosystem still lacks maturity. What’s more, widespread fraud is preventing digital from progressing beyond today’s standard measure-ment models, many of which are quickly becoming antiquated.

Cleaning up the supply chain is key to putting digital on par with other trusted media, such as television and print, and earning a reputation for digital as a safe home for media dollars. There are all kinds of fraud, but for the most part, what fraudsters do is gener-ate and sell ad views that never have a chance to be seen by real humans—whether they’re generated by bots looking at thousands of webpages a minute, or stacked inside tiny single-pixel frames where no real person can actually see them. Fundamentally, it’s a publisher issue, which has been amplifi ed by short-term business goals—companies that fi nd it more profi table to look the other way than do something about it.

To root out fraud, we need to put more emphasis on exposing where the money is going, what it’s funding, and who’s benefi ting from it. I believe this will take a concerted effort amongst marketers, publishers and technology platforms to fi rst quantify and expose the issue, and then treat it, together.

PROGRAMMATIC MEDIA IS THE HOTTEST TOPIC IN THE INDUSTRY, AND RIGHT THERE ON THE LEADING EDGE YOU’LL FIND PECHERSKIY AND CASALE




Mention “beer client” in a creative department and you’d better have a brief in hand, lest you be over-run by ravenous young art direc-tors. Beer is still at the top of the podium as far as account wins go, yet so many people believe its advertising had become flat over the last decade. Luckily, there are creatives such as Joel Holtby working on campaigns that show there’s still lots of bubbles left in the sector.

Holtby has made major con-tributions to two of the biggest beer campaigns in recent history: Kokanee’s The Movie Out Here campaign, and Molson Can-adian’s travelling beer fridge. Both campaigns have earned national and international trophies for their innovative approaches.

Holtby’s digital capabilities have paved a path to Rethink, where he works on Molson. But new media wasn’t where he saw himself building a career. As a lover of design and print media, he was hesitant to take his first industry gig, at (largely) digital agency Organic. That attitude has obviously changed (both The Movie Out Here and Beer Fridge have massive and well-executed digital components), but Holtby has kept a hand in decidedly old-fashioned pursuits, giving bal-ance to his creative endeavours.

WOODWORKING“I enjoy the craft of woodworking; it’s a departure from the overly digital landscape that we work in,” says Holtby. “You take a raw piece of material and transform it into something totally different, with just your hands and simple tools. It’s a one-on-one with the material and your imagin-ation. Similar to art direction, you finesse the details. I find the whole process calming. It’s a great outlet.”

JOEL HOLTBY AGE 27ASSOCIATE CREATIVE DIRECTORRETHINK COMMUNICATIONS

He’s won a Cannes Young Lion, tried New York, teaches col-lege kids, is writing a book and advocates for LGBT youth. Alex Newman’s an eclectic guy with eclectic creative inspirations. NEVER GOING TO THE SAME PLACE TWICEMost creative people say travel stirs their juices. The nuances of other cultures enrich my thinking and inspire creativity in ways made possible only through immersing myself in a foreign, alien place. FACING FEAR HEAD ON— OR FEET FIRSTEver since I was a child, I’ve been fearful of deep water—so natur-ally, I took up scuba diving. Facing my fear broadened my perspec-tives and taught me to not sweat the small stuff. After all, creativity takes courage.

TEACHINGAs a part-time teacher at OCAD University, the fresh, young thinking of the next generation of creative advertisers constantly rejuvenates me.

STARGAZINGThe first time I saw Saturn, I was hooked. Using a telescope, I’ve found an incredible sense of awe photographing the heavens. The precision and patience required to capture light cast millions of years ago reinforces my craft of art direction.

USING MY POWERS FOR GOODFar from a crime-fighting super-hero, my powers lie in communi-cation and engagement. Pro bono work motivates me—such as my work with Startup Weekend and PFLAG’s Raise the Pride.

ALEX NEWMAN AGE 27SENIOR ART DIRECTORJWT

THEY BOTH WON AT CANNES, AND BOTH ARE WORKING ON THE BIGGEST ADVERTISERS IN THE COUNTRY. ONE FINDS CREATIVE INSPIRATION IN MYRIAD WAYS, THE OTHER HAS JUST ONE.

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Alex Newman

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1 There is such a thing as a perfect pitch: At their best, they are messy and complex; at times, they’re long. But they’re always dynamic. 2 Live your brand: In our case, it starts with a 150-year heritage. This carries an obligation to use the good from the past with the momentum for the future. 3 Pioneer: Build new capabilities for a new world, but have an unwavering point of view on where you’re going and what you stand for. As we reinvent ourselves and build capabilities for a new world, we’re clear about where we’re headed and what our purpose is. 4 Build chemistry early on: People hire people. This should never be underestimated. The most successful opportunities involve getting in front of a prospective client early in the process, with the right talent and with a different perspective than they expect. The RFP “blind ballot box” is not our friend. We’ll participate in them, par-ticularly when there is a connection or specialized experience, but the show comes to life live. After all, people buy people, not paper.5 Be brave: A clear purpose allows us to be brave in the way we approach a challenge, and in our willingness to create new things. It’s a powerful potion and it yields immediate results. The best partnerships are ones where we can be upfront with future clients that we’re looking for partners willing to be as brave as we are. Not reckless. Not irresponsible. Brave.

MARK T. PHILLIPS AGE 29DIRECTOR, BUSINESS AND CORPORATE DEVELOPMENT JWT CANADA

1 It takes passion: for the clients and busi-ness; for marketing and advertising. Don’t just tell them; show the client you’ve got the passion to work on their business. Use per-sonal experiences with their brand to demon-

strate your investment and knowledge. If you don’t have passion, stay home. 2 Help them solve a problem: Don’t tell the client what they’ve done wrong in the past. Predict the future and tell them how you’re going to get them through the chal-lenges ahead using research, research and more research.3 Chemistry: The presentation team needs to have chemistry of their own to make the client want to be part of that team.

Of course, that means rehearsing—a lot.4 Names: Learn them and use them. Whether you’re looking for a supportive nod from the crowd or to get the attention of the person checking emails under the table, using their correct names will keep them engaged and accountable. 5 Understand your audience: Know which rules to break. There are instructions for a rea-son, but if you want to stand out, you’re going to have to break at least one of the rules.

MELISSA GALLAGHER AGE 29VICE-PRESIDENT, ONTARIO TWIST MARKETING INC.

THESE TWO AGENCY EXECS GOT WHERE THEY ARE THANKS TO THEIR SKILLS PITCHING CLIENTS. HERE, THEY SHARE FIVE TIPS FOR WINNING NEW BUSINESS.

PERFECTING YOUR PITCH

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common phrases at Google. They encom-pass the mentality of setting audacious goals. This—more than the free food, cool space or smart people—is the No. 1 way we encourage creativity. We push people to dream much bigger because we have realized that trying to grow something 10% results in safe ideas, whereas trying to make something 10-times better demands bold thinking.MJ: I’ll go back to openness, which is part of Google’s DNA. Where some organizations might put up barriers and restrict the fl ow of information, Google champions it. It means that each day offers many opportunities to get inspired by ideas that are being developed around the world.

What’s the silliest misconception about life at Google?FD: I think people are constantly surprised at how chaotic our process is. From the outside, I think it’s easy to assume that we have innov-ation all fi gured out. The truth is, creativity is a very messy process, and we by no means have it down to a science. We succeed by constantly trying new things, rewriting plans and taking new risks. It makes for interest-ing work, but up close it’s certainly not the magical Willy Wonka chocolate factory every-one assumes it to be.MJ: That it’s like the show Silicon Valley with self-driving cars and conference bikes. I have only seen one conference bike so far. But one is probably too many.

What does Google’s culture mean to you?FABRICIO DOLAN: Something that defi nes Google’s culture is everyone’s desire to make an impact. Like most organizations, we worry about near-term results. But unlike many companies, short-term per-formance isn’t good enough. Our halls are full of people who believe they can, and should, change the world. MICHAEL JOFFE: Google’s culture is engaging with a mission to have a posi-tive impact on the world and feeling inspired to think big. Everyone is encour-aged to approach their job through an entrepreneurial lens.

What can other companies learn from Google?FD: First of all, Google isn’t perfect. There is plenty we can learn from other organizations. In my own little corner of the company, we’re always trying to become better at consumer insights the way CPGs are. In turn, I think many of those companies could learn from our culture of speed. One of the fi rst things I noticed coming to Google is the healthy impatience our employees have. Next steps are never put off until next week. Typically, the response to a good idea is, “What’s your afternoon like?” or, “Can we launch it this quarter?”MJ: To be more open and collaborative. One of the most exciting things about working at Google is how much informa-tion is shared internally on a global scale. If my group is working on a new project, we can connect with teams around the world to uncover best practices as easily as we might visit another fl oor of our offi ce.

Name one way Google encourages creativity and innovation.FD: “10 times” and “moonshots” are two

FABRICIO DOLAN AGE 29HEAD OF LARGE ADVERTISER AND AGENCY MARKETING GOOGLE CANADA

TWO OF GOOGLE CANADA’S RISING STARS—ONE, A SPECIALIST IN YOUTUBE BRAND ACTIVATIONS; THE OTHER, A GO-TO GUY FOR MARKETERS AND AGENCIES ON ALL PLATFORMS—EXPLAIN WHAT MAKES THE UBIQUITOUS SEARCH GIANT SUCH A UNIQUE PLACE TO WORK FOR.

MICHAEL JOFFE AGE 29BRAND ACTIVATION LEADGOOGLE CANADA

Fabricio Dolan

Michael Joffe



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NANCY CHEN AGE 25CONCEPTOR, STRATEGY AND IDEATIONMOSAIC

THE MUSIC MAVEN

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Nancy Chen can throw a party. As a co-founder of Mansion, she’s at the forefront of Toronto’s social scene, packing the hottest DJs and musical acts into small, secret places with a few hundred lucky party-goers. Now putting those talents to good use at Mosaic, for brands such as Budweiser, she knows when a brand understands music culture and when it’s just hopping on a bandwagon. Marketing asked her to tell us about one brand that is rocking it with music culture.

WHO“Red Bull Music Academy is one of the most impressive, long-term cul-tural commitments I’ve seen a brand make in music. It’s an annual travelling workshop and festival for 60 vastly different emerging music artists, bringing them together on a fi ve-week collaborative journey where they’re lectured by music legends, produce genre-bending music and play incred-ible events around the world.”

WHAT“The RBMA Tokyo launch this year, where they commissioned the Young Symphony Orchestra to reinterpret the works of German electronic producer Henrik Schwarz. [They] performed in the stunning setting of a projection-mapped historic Buddhist temple.”

WHY“RBMA set out with the intention of facilitating and accelerating culture by combining unique talents to create music that pushes boundaries.”

YOU KNOW HOW YOUR PARENTS SAID TOO MANY CONCERTS AND PARTIES WERE BAD FOR YOU? NOT SO FOR NANCY CHEN. CONCERTS AND PARTIES MADE HER WHO SHE IS.




“If music and advertising were people, they’d be engaged to one another—or, at the very least, they’d be very good friends, with benefits.

Rhythm, wording, emotion, punch, originality, musicality, balance—we all look for these qualities when we create advertising and music. And being skilled at one of these two disciplines can help you understand and succeed at the other one.

Having said that, it’s probably no sur-prise that my biggest creative influence is not involved in the advertising industry, but in music. This person is Paul McCart-ney. I often think about him, and have his autograph tattooed on my forearm. Why is he an inspiration for my work? His talent aside, he’s still pushing barriers and exploring new ways to create. How? By listening to his intuition. For example, consider the audacious concept around Sgt. Peppers Lonely Hearts Club Band—arguably the greatest and most revolu-tionary album of all time. Then there’s his personality: humble, passionate, open-minded and grateful to his collab-orators and fans.

He could have retired a long time ago, sitting on his fortune and being the big-gest jerk because of all his fame and his endless talent. But no, it’s actually the opposite of that.

So, I am never afraid to explore, to try new things and to listen to my instincts. It’s scary sometimes but it can take you to the greatest ideas and the best deci-sions. And there’s no need to be a pain in the neck to be successful.”

ANDRÉE-ANNE HALLÉ AGE 28COPYWRITERLG2

WHEN SHE’S NOT ROCKING OUT WITH HER CELTIC PUNK BAND, ANDRÉE-ANNE HALLÉ IS PUMPING OUT AWARD-WINNING WORK FOR ONE OF THE COUNTRY’S HOTTEST AGENCIES. SHE EXPLAINS HOW MUSICALITY INSPIRES CREATIVITY.

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Loyalty programs date back to 1793, when a US merchant began giving out copper tokens that could be exchanged for items in his store.

The practice caught on. What started as a copper token became a plastic loyalty card, through a route that saw certifi -cates, stamps, tickets and everything else in between.

But ever since that fi rst copper token was introduced more than 200 years ago, never has the loyalty industry experienced such a transformational shift as it has over the past decade.

If 1990 saw the dawn of the age of infor-mation, the 2000s brought the age of the digitally-savvy customer, characterized by empowered buyers demanding a new kind of service.

The impact this has had on the loyalty industry cannot be underestimated. It has turned loyalty’s gradual evolution into a revolution.

Unsurprisingly, people wonder what’s next. The physical, plastic loyalty card has played an important role for so long, many question whether we will soon see its end. In the near future, a digitally savvy customer may not intuitively think to carry a plastic card.

But to get into a debate over the future of the loyalty card misses the point. Just like the copper token, it is a means to an end. It’s a loyalty tool. And whether loyalty evolves to be delivered through mobile, plastic, online or wearable technology, the fundamentals of its delivery won’t change.

These fundamentals were established by relationships, which take us right back to the early days of retail. The local butcher knew their customer’s favourite cut of meat, so off ered them at a discount. The local baker knew when it was their cus-tomer’s birthday, and gave them a free cake on the day to celebrate. Customers valued

these relationships and kept going back. In an era of hypermarkets, price com-

parison websites and discounters, many worry that these fundamentals are being lost. That is why loyalty, in whatever form, will continue to be so important.

Ultimately it will be the pursuit of loyalty that will defi ne success because there is now a new battleground. This is one centred on winning more repeat busi-ness than competitors by creating a more engaging, targeted and rewarding shopping experience over the long term.

This means retailers must resist the temptation of deep discounting, or off ering one-off freebies, to attract short-term cus-tomers. Instead they must work at re-fi nd-ing that ‘local grocery store’ experience – and creating those powerful relationships that keep customers coming back.

There’s no reason why this can’t be done. Through the data they collect, retailers hold such a depth of knowledge on their cus-tomers that they are in a stronger position than ever before when it comes to build-ing relationships. The ability to turn this knowledge into a personalized experience relevant to the customers’ needs is what will diff erentiate them. It means consum-ers getting money off their favourite item, being rewarded on special days, and being given special, personalized treatment.

In an environment where businesses are fi ghting tooth and nail to off er the lowest price, the all-important customer relationship which drives them to con-tinue coming back is at risk of being lost. Understanding data and using it in a way that creates a genuinely personal experience is where the real battle lies. The ability to form real relation-ships and create loyalty through that will ultimately deter-mine the winners from the losers.

THE NEW LOYALTY BATTLEGROUND WINNING REPEAT BUSINESS BY RE-FINDING THAT LOCAL STORE EXPERIENCE

S P O N S O R E D

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1793, when a US merchant began oyalty programs date back to

giving out copper tokens that could be exchanged for items

oyalty programs date back to 1793, when a US merchant began L

The practice caught on. What started

oyalty programs date back to 1793, when a US merchant began 1793, when a US merchant began giving out copper tokens that could be exchanged for items L could be exchanged for items LLoyalty programs date back to 1793, when a US merchant began giving out copper tokens that could be exchanged for items in his store.

Kevin O’Brien, CHIEF BUSINESS DEVELOPMENT OFFICER, AIMIA

Aimia, a global leader in loyalty management, has proven expertise in launching and managing coalition loyalty programs, like Aeroplan, delivering proprietary loyalty servi-ces, creating value through loyalty analytics and driving innovation in the emerging digital, mobile and social communications spaces.

For more information on Aimia, please visit aimia.com

as a copper token became a plastic loyalty

in his store. The practice caught on. What started

giving out copper tokens that

as a copper token became a plastic loyalty

LLL 1793, when a US merchant began giving out copper tokens that could be exchanged for items could be exchanged for items

The practice caught on. What started as a copper token became a plastic loyalty

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L could be exchanged for items could be exchanged for items could be exchanged for items in his store.

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as a copper token became a plastic loyalty card, through a route that saw certifi -

About Aimia



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Assistant prof. of marketing, Schulich School of Business, York University

DIAGNOSIS: In addition to being an online marketplace, Amazon is a B2B logistics and technology seller; a private-label supplier of products, through Pinzon; and now grocery delivery. Twitch makes it a product producer in online games and a media channel. This brand stretching cre-ates a vulnerability to niche startups and big challengers such as Google Shopping or Alibaba.

PRESCRIPTION: CEO Jeff Bezos has proved himself a master of the investor markets, fashioning cumula-tive profi ts of less than $2 billion on $300 billion in sales into a soaring stock price. Core competencies lie in analytics and their application plus the supply-chain logistics necessary to get goods from warehouse to store or home. These remain considerable even against a Google or Alibaba.

Alan Middleton

BRAND DOCTOR

LET’S HEAR FROM OUR PANEL OF BRAND DOCTORS

REASON FOR TODAY’S VISIT: Amazon’s summer purchase of a videogame-streaming site has some investors twitching and some customers scratching their heads. How does Twitch, a platform where users watch others play videogames, relate to Amazon’s core retail business and brand position? How does this add value?

What will have to change is the relation to the investor community. Amazon will have to deliver more consistent and higher returns as appreciation on the stock alone will no longer be a sustainable motive for investment, even if it keeps growing its capability to deliver provisions, entertainment and information to anyone online.

Chris Staples Founding partner and creative director, Rethink

DIAGNOSIS: Talk about a cruel sum-mer. A brand that could do no wrong seems intent on making stupid mer-gers, creating unwanted products and picking fi ghts with the wrong people.

PRESCRIPTION: Hey, Amazon: remember that book called The Everything Store? Maybe y’all should re-read it. Your success is based on selling everything to everyone in the most convenient, aff ordable way pos-sible. So stop buying silly sites like Twitch . Or building your own smart-phone with gimmicky 3D graphics that nobody needs . Or picking need-less fi ghts with the book industry. Or creating an original streaming series about dance teams spreading weird spasm diseases (seriously, wtf?). One thing that seemed kinda cool and on-strategy was that drone delivery thing. Getting my stuff even faster than UPS? Where do I sign up?!

Jeannette HannaVP strategy, Trajectory

DIAGNOSIS: The titans are girding for battle. Like a giant game of Risk, Amazon and Alibaba are placing their brand legions across the world map with strategic moxie. Both Goliaths have smart integrated business ecosystems and huge war chests for enticing customers. Business pundits are placing bets on who’ll get a stranglehold on the online and mobile shopping “gazillions.”

PRESCRIPTION: The competitive pla y-book must lean heavily on customer experience; innovative integration that drives new types of services; and reputation management. So far, Amazon has a strong advantage in customer service and interface design. But Alibaba’s ability to lure buyers and sellers can be a huge growth accelerator. Both companies are vulnerable to reputational mis-steps and geopolitical fallout. Let the games begin!

54 SEPTEMBER 2014 MARKETINGMAG.CA



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