Marketing Insights

June 11 2024

The Power of Employee Input: Shaping the Future of Workspaces

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Jill Priestman, the Director of Workplace Strategy at Bennett Design Associates Inc., argues that understanding culture and employee expectations is essential when reimagining the workspace.

“In all my years as a workplace strategist, there has never been a time quite as fascinating as right now,” says Priestman. “The dynamic interplay between employees, employers, and the workspace has been dramatically reshaped, sparking a wave of discussions on how organizations should reimagine their workspaces for future ways of working.”

It has become blatantly clear in the past few years that having a strong, amplified and transparent company culture is necessary. By considering the corporate culture, the business strategy and the employee needs through a comprehensive transformational change, organizations are realizing a new level of employee commitment.

If companies are going to make a transformational change that is embraced throughout the organization, they must be willing to hear and consider what employees are concerned with and care about, before that change happens. That input will be critical in shaping the holistic business planning direction and the resulting success of that strategy.

What the Bennett Workplace Strategy team knows from its work over the past few years is that it’s imperative for employees to have connections within their organization to build trust, create a sense of belonging, and to align like-minded values to support a strong corporate culture. To do this, they must be heard so that their input can shape the narrative and policies for the return to the office, guaranteeing that the physical space will be successfully utilized, resulting with employees who can be productive, efficient, and engaged.

Remote, hybrid or onsite?

Finding solutions to these challenges is only possible by understanding employer expectations and the employee experience. Workplace Strategy has never had a more vital role than it has today, and the path to creating harmony, inspiration and engagement in the workplace begins with asking the right questions throughout all levels of the people within that specific organization. One size does not fit all, and fully remote, hybrid or fully onsite are not mutually inclusive or exclusive for many organizations.

The Bennett Design team has identified several emerging trends in workplace strategy thinking that are shaping the future of workspaces. These trends, which are foundational in its proprietary d.i.g. Workplace Strategy, are proving to be powerful tools in collecting the significant data that influences and informs an organization’s strategic space direction with defensible accuracy. Six key indicating trends are:

Analyzing Industry Benchmarks

In the ever-evolving workplace landscape, many organizations are turning to industry benchmarks to gain clarity. Decoding these benchmarks is akin to piecing together a dynamic puzzle, each piece crucial for providing reference points to help steer an organization’s direction towards their unique and optimal workspace strategy.

Evaluating Space Utilization

Space utilization extends beyond mere occupancy. It’s about understanding how every area of the workspace is being used and why. Deciphering these subtleties allows for a more tailored and efficient design that resonates with the evolving needs of the workforce.

Fostering a People-Centric Workplace

The rise of roles such as Chief People Officer (CPO) signifies a pivotal shift towards a people-centric leadership paradigm. This move is reshaping the very fabric of organizational dynamics, with the focus squarely on managing the intricate needs of the people who will be working together.

Enhancing Organizational Alignment

Improving organizational alignment involves addressing the widening gap between employees and employers in values, management practices, culture, and the envisioned future of work. Bridging this gap entails not only a rigorous commitment to communication, but reimagining physical spaces by orchestrating a comprehensive workplace transformation that encompasses behavior, culture, and the organizational fabric itself.

Navigating Technological Impact

Negotiating technological change has become a major factor in workplace strategy. Organizations need a holistic approach that finds the sweet spot between technological innovation, cost-effectiveness, adaptability, and a reimagination of suitable spaces to support the elevated and seamless tech experience for both on-site and remote participants.

Managing Change Effectively

Change management has stepped into the spotlight recently. It involves the systematic application of a structured process and a suite of tools aimed at effectively leading the human aspect of change, ensuring the success of desired outcomes.

Priestman notes that the research indicates that hybrid work will be with us for the foreseeable future and, while we know that there isn’t a single solution for navigating the future of the workplace, having a comprehensive strategy that aligns the employees’ values with the leadership’s vision is the place to start the conversation.

She concludes: “A strong workplace strategy will give you the data-driven roadmap for the way forward and each space layout, process, and finished product will be as unique as the people that make up the organization. The value of employee input in shaping workplace strategy is undeniable. By including the employee voice, organizations can successfully create an engaging, inspiring, and productive workspace that supports the people who drive our businesses forward.”

Jill Priestman is the Director of Workplace Strategy at Bennett Design. Bennett Design is Canada’s largest independent interior design firm and is wholly Canadian and woman-owned.

Bennett Design is a sponsor of the Institute of Canadian Agencies. Report on Marketing is where leading Canadian agencies showcase their insights, cutting-edge research and client successes. The Report on Marketing provides a valuable source of thought leadership for Canadian marketers to draw inspiration from. Find more articles like this at the Report on Marketing.

June 4 2024

Meet the Canadian creative company powering Great Lakes sustainability

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Toronto-based agency Juniper Park\TBWA has joined forces with the Council of the Great Lakes Region to harness an attitude of “human endeavour.”

Advertising and communications agencies have consistently demonstrated their ability to mobilize thought and action on sustainability issues. But we’re starting to see recognition within the agency sector, in Canada and the US, that it’s time to look beyond specific “green” initiatives for brands, and to think bigger.

This ambition explains Juniper Park\TBWA’s decision, alongside Porter Novelli, to partner with the Council of the Great Lakes Region (CGLR), a binational group of non-profits that is working towards responsible economic growth, stronger environmental protections, and improved individual well-being in the Great Lakes area of North America.

The collaboration is a big deal because the CGLR convenes government, business, academic, and non-profit interests across the Canadian provinces of Ontario and Quebec and eight US states, from New York to Minnesota, which combined are home to 107 million people, 51 million jobs, and a GDP of US$6 trillion. The five Great Lakes, the largest surface freshwater system on the planet, is in the middle of this dynamic economic region.

Des Jones, chief strategy officer at Juniper Park\TBWA, says: “We’re here to support the CGLR and its initiatives because we believe in its mission to create the first sustainable region in North America and the world. We’re a communications company and solving for sustainability in this region is a massive communications task in a region that roughly equates to the third largest economy in the world if it were a country.”

Size really does matter in mobilizing consumer, corporate and government action on sustainability issues, Jones argues. While the agency is proud of its work for individual causes and businesses in this space, “the ability to deliver a true difference at scale in the Great Lakes region, the North America’s economic engine and a globally significant bioregion, is what makes this a really important area. No single initiative could do as much as a combined multi-party effort.”

People-based focus

It helps that CGLR is ambitious in the goals it has set. Mark Fisher, chief executive of the CGLR group of non-profits, explains that its remit is to both improve the region’s economic competitiveness and to protect the environmental splendour of the region and the Great Lakes, the largest surface fresh water system in the world, for future generations.

Among CGLR’s major sustainability initiatives so far include the Circular Great Lakes initiative, its program for forging a future without plastic waste or pollution. It has also recently launched Great Lakes WISE (Water Innovation and Stewardship Exchange), which encourages companies to accelerate their water conservation initiatives and become more active in protecting watersheds. And, it is working with diverse stakeholders through the new Great Lakes Carbon Collaborative to drive action on achieving substantial greenhouse gas reductions while supporting economic activity.

But what will Juniper Park\TBWA bring to the table? Des Jones says that one aspect is to use its communications expertise to inject a tone of “human endeavour” into the organization’s brand and its activities because people have to be at the heart of change and sustainable development.”

Fisher believes that the agency can also help in terms of connecting CGLR with the wider business community, initially through the annual Great Lakes Sustainable Growth Forum, which takes place in Toronto in late June. “We have a lot of corporations from different sectors participating in the Forum to talk about the intersection between business strategy, consumers, and public policy and how we can bring everyone along together in the pursuit of a more sustainable future?”

Reaching business decision-makers

Fisher adds that there is a chance here to build on the successes achieved already by CGLR: “For example, we’ve been doing a lot of work to understand the scale of plastic waste in our region and litter along the Great Lakes coastline. That has led to a region-wide understanding of the problem we face.”

He continues: “But, like so many other global sustainability challenges the region is confronting, by facilitating dialogue and awareness, the CGLR then serves as a critical platform to bring the region’s companies, governments, scientists, and environmentalists together as one to identify and accelerate the achievement of solutions at scale.”

With action in mind, attention is turning to June’s forum. Juniper Park\TBWA will speak at the event, as will Bob Rae, Canadian Ambassador to the United Nations, and representatives from non-governmental organizations, higher education, and companies such as Veolia North America, Ontario Power Generation, McCain Foods, WM, AECOM, Algoma Steel, Amtrak and ExxonMobil.

Jones says that the Forum can help CGLR to build a strong element of distinctiveness as a neutral body that brings people representing different sectors and perspectives together to focus on ” integrating the economy and environment in our business strategies, policy decisions, regional planning, and public-private- philanthropic investments.”

“We are on track to only meet 18% of the global sustainable development goals by 2030,” Jones adds. “It’s time to stop talking about sustainability and start acting together, and the Great Lakes region of North America can lead the way.”

CGLR’s Sustainable Growth Forum takes place in Toronto from June 25th to June 27th. More information and registration for the event is available here.

Juniper Park\TBWA is a member of the Institute of Canadian Agencies. Report on Marketing is where leading Canadian agencies showcase their insights, cutting-edge research and client successes. The Report on Marketing provides a valuable source of thought leadership for Canadian marketers to draw inspiration from. Find more articles like this at the Report on Marketing.

April 23 2024

Struggling Canadians want decisive leadership from businesses and brands

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Based on new research, Leo Burnett Canada describes how companies can take a leading role in addressing the concerns that keep Canadians awake at night.

It’s clear that we’re seeing a major shift in the Canadian psyche. People have been hit with inflation, a housing crisis, environmental disasters, global conflicts, and more.

These events have made them feel overwhelmed, frustrated, isolated from one another, and, in some cases, people are barely hanging on. But despite it all, or perhaps because of it, Canadians aren’t giving up.

That spirit is reflected in The HumanKind Study 2024. Recently published by Leo Burnett in partnership with Maru/Blu, it’s the third annual report on the main issues, concerns, and problems impacting the lives of Canadians.

To delve deeper into these key themes, Leo Burnett recently hosted “The Humankind 2024 Distilled Event”, which was attended by an audience of advertisers and other major decision makers.

Highlights included a panel of marketing experts featuring Devorah Lithwick, Chief Brand Officer, Bell; Daniel Maynen, Chief Marketing Officer, Pizza Hut; Eva Salem, SVP Marketing & Brand, Canadian Tire; and Tyrrell Schmidt, Global Chief Marketing Officer, TD Bank.

“Distilled” drilled down into some of the key themes and action points highlighted in the HumanKind research. Four of which should be of particular interest to businesses and marketers.

1. Loneliness and division is on the rise. Canadians are feeling lonelier despite being “back to normal” in the post-pandemic era. Most report experiencing loneliness at least sometimes (57%), and one in four say they feel lonely frequently or always. This sentiment is starkly highest among Generation Z and Millennials (77% and 72%).

And 61% perceive that escalating divisions within Canada (+9 point versus the 2023 findings) are blocking people from social connection or coming together to solve issues.

Potential Actions: Companies can play an active role in creating communities, spaces and experiences to foster connection.

2. Cost of living survival mode. People are experiencing palpable anxiety with widespread concerns about economic stability – and it’s spreading across almost all aspects of their lives, such as their performance at work.

Canadians remain anxious about the economy. More than a third (34%) say they’re financially hanging on by the skin of their teeth (61% of Gen Z). More than three-quarters (77%) believe even hard-working Canadians can’t afford rent or food, no matter how hard they try.

Nearly half of all Canadians (47%, and 60% of Gen Z), are spending so much on essential items that they have very little left to spend on things and experiences that bring them joy. And a high percentage, including 45% of Gen Z and 44% of Millennials, believe they might have to move away from their loved ones to save money.

Potential Actions: Above all, Canadians don’t want to feel alone in their fight. Anything that companies can do to reassure and connect with their customers will be welcomed.

3. AI concerns abound. There is mistrust and concern around the use of AI despite its promise. If Canadians must use it, they want value in return.

Canadians are highly cautious of AI. More than half (51%) believe AI will hurt humanity more than it will help, while 44% expressed concern that AI exhibits bias that particularly affects marginalized populations.

While people are having fun playing with new tools like DALL-E, 64% worry AI is progressing too quickly without enough care for the risks, and 65% of young Canadians say corporations are going to use AI to exploit and manipulate people. Overall, almost three quarters (72%) say social media has become a wasteland of misinformation.

Potential Actions: Despite strong reservations, Canadians believe companies have a role to play – they’re willing to engage with AI applications from brands. But, in exchange, they want to see clear personal benefit such as a better user experience, a lower price or faster, more accurate service.

4. We’re not climate-doomed yet. While climate change has never felt more real – on our doorsteps last year with wildfires, floods and beyond – Canadians are emerging from despair. They aren’t ready to give up.

In a major shift from last year’s research, only 38% are concerned the Earth is past saving (versus 61%). A sign that more are perhaps willing to dig in and act. And more than half (53%) are feeling more content than a year ago, up 7 points.

Gen Z and Millennials are more than twice as likely to feel guilty about non-environmentally friendly purchase than boomers (41% versus 19%). They want to make a bigger impact but can’t, for reasons like price premiums or availability of sustainable choices

Potential Actions: More than two-thirds (67%) think companies are more focused on performative acts (such as greenwashing) than making real changes to help the environment. But they’re looking for real leadership and frustrated with inaction on this front.

Companies that are aware of these concerns can take a leading role in either providing a solution – large or small – and showing understanding for what’s keeping Canadians up at night. After all, what helps people, helps business.

Visit https://leoburnett.ca/humankind2024 to download the full 2024 Leo Burnett Canada HumanKind study for more insights.

Leo Burnett is a member of the Institute of Canadian Agencies. Report on Marketing is where leading Canadian agencies showcase their insights, cutting-edge research and client successes. The Report on Marketing provides a valuable source of thought leadership for Canadian marketers to draw inspiration from. Find more articles like this at the Report on Marketing.

March 12 2024

Effie Canada’s renewed mission to inspire marketers and agencies

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Effie Canada has announced two new co-chairs for its 2024 program and beyond. Here Kate Torrance, the VP, head of brand, content and communications, at SickKids Foundation talks us through the importance of the Effie awards and the ambitions she shares with Effie Canada co-chair Adam Reeves, chief creative officer, TBWA\Group Canada.

The pool of creative and marketing talent in Canada is extremely broad and deep, and the country is such a diverse and unique marketplace. The importance of the Effies is that it gives us a platform to both recognize and share that work – so that marketers and agencies alike get better.

Canada needs to promote the Effies – because of the rigour required to win, it’s an awards program that gets all of us to up our game. Plus, there’s the wider point that effective work contributes to a thriving healthy economy in our country, and we all need and want that.

My appreciation of effectiveness comes from working in the charity sector where it has a double meaning. At the SickKids Foundation our KPIs are dollars raised and donors acquired, but that isn’t really the end game. It’s more about granting those dollars to the hospital where the true impact of the work begins. From where I sit, effective work means lives saved.

More selfishly, the opportunity with Effie Canada to be exposed to the most creative and most effective work is really exciting – as a brand marketer, I learn something from the winning cases every year.

Shining a light on great work

I also see being a co-chair as a way for me to give back to an industry that has given so much to me – specifically for an organization that prioritizes impact of our work versus just creativity for creativity’s sake (which I think we still see a lot of).

I know my co-chair Adam, who will bring a fantastic perspective as an agency creative leader, shares this view too. Having just arrived back in the Canadian agency world after a very successful time in the US he says: “As an important tracker of success I want to help the community get involved as much as possible and to shine a light on the great work agencies are creating.”

Adam adds: “Over the next few years I hope we help highlight innovative and interesting work and shine a light on Canadian creativity and the work we make. Hopefully we can be seen as a leading small market.”

As the new co-chairs we have a head start in that we get to build on the great work of our predecessors in elevating the profile of the Effies to encourage the development and Effies submissions of “work that works” with the ultimate goal of putting Canada on the map globally as a creative effectiveness leader.

This means, in the words of former co-chair, Ali Leung, working hard to “push the judges to be like forensic accountants when scrutinizing business results in the cases” and to “hold the bar high – we want to be proud of the work that’s deemed best of the best in Canada.”

Sharing best practice

Meanwhile, former co-chair Dustin Rideout urges Effie Canada to continue on its journey of raising the standard of submissions, while ex-chair Brent Nelson adds: “We need to educate people on why winning an effectiveness case matters, and how to write a winning effectiveness case. The world is producing brilliant work with staggeringly good results. Share Global Effie Winners, IPA Effectiveness winners, and Cannes Creative Effectiveness Cases. It is possible, and if you’re not writing about how effective your marcom investment is…others are!”

I’m in total agreement with these points and would also like to help shape how we share and disseminate the marketing innovation and best practices that we see in our winning Effies cases as broadly as possible within the industry.

We have excellent platforms here to build on in the shape of research such as The Institute of Canadian Agencies’ Alchemy of Effectiveness reports, and the Canadian Effectiveness Summit. After all, these studies teach us new ways of thinking and inspire us towards our ultimate goal of doing better in our own work.

Effie Awards Canada is licensed to and run by the Institute of Canadian Agencies. TBWA\Group is a member of the ICA and SickKids Foundation is a client of ICA member Cossette. Report on Marketing is where leading Canadian agencies showcase their insights, cutting-edge research and client successes. The Report on Marketing provides a valuable source of thought leadership for Canadian marketers to draw inspiration from. Find more articles like this at the Report on Marketing.

March 7 2024

Globe Media Group partners with CNN: event focuses on impact for advertisers

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Globe Media Group recently partnered with CNN to expand its premium network of the world’s best news, business, and lifestyle sites. The integration of CNN enriches Globe Alliance, presenting advertisers and marketers with a wide range of premium opportunities tailored to diverse objectives. Globe Media Group serves as the exclusive representative for CNN, working with Canadian advertisers to utilize CNN’s digital and extensive video inventory in Canada.

To mark their partnership, Globe Media Group hosted ‘An afternoon with CNN’ on February 28th at The Globe and Mail Centre in the heart of downtown Toronto. The event underscored how CNN’s robust presence in the Canadian market is a valuable resource for advertisers, offering unmatched reach and engagement.

Andrew Saunders, President and CEO of The Globe and Mail, kicked off the event talking about CNN’s journalistic impact and how its purpose aligns with that of The Globe and Mail. He discussed how the partnership provides advertisers and marketers exciting opportunities to tap into CNN’s extensive audience of 165M multiplatform global unique visitors. Saunders noted that with CNN’s addition, Globe Alliance will reach over 21 million Canadians*, which is 65% of the Canadian digital population.

Paula Newton, a highly respected and award-winning anchor and international correspondent for CNN then took the stage to deliver the keynote address. Her talk delved into the challenges presented by misinformation and underscored the pivotal role of news media in combatting it. CNN and The Globe share similar goals of fostering meaningful connections between brands and influential Canadian audiences.

Emphasizing CNN’s position as a primary source for live, urgent, and essential content, Newton detailed the network’s rigorous verification processes. Newton also highlighted CNN’s unique engagement with Canadian audiences as the country’s #1 digital outlet among international news brands.

Andrew Saunders

Following the keynote address, Newton moderated an exciting panel discussion featuring speakers from CNN and The Globe and Mail. These included Rob Bradley, Senior Vice President, Digital Revenue, Strategy & Operations at CNN International Commercial (CNNIC), Faisal Karmali, Vice President of Digital Business Operations at CNNIC, Tracy Day, Managing Director of Creative Studio & Ad Innovation at The Globe and Mail, and Angela Murphy, Foreign Editor at The Globe and Mail. 

The panel explored the profound impact of the partnership and its implications for the broader media landscape. CNN is the world’s leading international news brand. As such, the collaboration offers advertisers and marketers incredible opportunities to extend their reach with unparalleled access to CNN’s global and Canadian audience. Through the partnership, The Globe and Mail also strives to offer advertisers opportunities to leverage CNN’s vast and top-tier video library.

Building on this conversation, the panel also discussed the brand synergy between CNN and The Globe and Mail and explored issues of importance in media today. Topics ranged from strategies to combat misinformation to the phenomenon of news fatigue and news avoidance. Tracy Day noted that despite concerns about increasing apathy, a recent study by News Media Canada revealed that 83%** of Canadians read newspaper content weekly and trust the content they read in both print and digital formats.

The conversation extended to encompass the evolving business landscape and emerging technologies, particularly artificial intelligence (AI). Key insights emerged, including:

Established brands must embrace a mindset of change, remaining adaptable and open to disruption. 
News organizations remain relevant even within social media, with younger audiences turning to trusted news sources when they need urgent and essential information.
Strategic use of tools like AI could enhance the effectiveness, intelligence, and accuracy of strategies already implemented by news organizations.
Trusted news organizations like CNN and The Globe and Mail will always have humans behind them, diligently verifying all the information new technologies provide.

Following the panel discussion, there was a Q&A session that looked at strategies for maintaining audience engagement, the enduring role of purpose-driven marketing and emotionally compelling narratives, and the implications of the Online News Act.

To learn more about the impact of the partnership between CNN and The Globe and Mail, click here.

*Source: Comscore Media Metrix® Multi-Platform, Oct-Dec 2023 (Q4) Average, Audience Duplication: [E] Globe Alliance and [C] CNN.COM

**News Media Canada, Newspapers 24/7 study, 2023. Note: 83% refers to the number of Canadians who read newspapers weekly

February 15 2024

Globe Media Group unveils Ipsos Most Influential Brands of 2023

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Ipsos released its thirteenth annual study on the Most Influential Brands in Canada during a record-breaking event on February 7, 2024, where over 400 marketers attended to hear the results, while over 450 joined virtually from North America and beyond. The event took place at The Globe and Mail Centre, the beautiful event venue located in the heart of downtown Toronto, as was put on in partnership with Globe Media Group, Publicis and The Canadian Marketing Association.

Ipsos has been the author of The Most Influential Brands in Canada since 2010. As a leading independent market research company, they excel in assessing market potential and interpreting market trends. Their 2023 report polled 6,700 Canadians across generations, regions, and backgrounds to form an in-depth understanding of over 100 brands from 20 different sectors in a marketplace with roughly $15 billion spend in advertising.

Before revealing the results, Steve Levy, the author of the Most Influential Brands study, discussed the importance of influence, speaking to the role of brands in our lives, how marketing is more than just advertising, and how influential brands are worth more.

In determining the most influential brands, Ipsos uses seven main criteria: Engagement, Trustworthiness, Leading Edge, Corporate Citizenship, Empathy, Utility, and Presence. These key dimensions are the levers marketers can employ to increase their influence and connect with consumers.

This year saw some changes among the top 10 brands, with Netflix dropping to tenth and PC Optimum falling off the top ten altogether. There was also a new addition to the leaderboard – Costco jumped up to 7th place.

McDonald’s saw incredible gains, rising from 25th to 16th, only the second time they’ve crossed the top 20 threshold in the last decade. Another surprise gainer was Rogers, who, after plateauing in 65th place since 2019, suddenly jumped 29 spots in one year to land at 36th. The key to their success seems to be their acquisition of Shaw Cable – a partnership that brought them together with another iconic brand and strengthened their brand influence.

The top 10 most influential brands in Canada in 2023:

1 Google (-)
2 Amazon (-)
3 Youtube (+1)
4 Apple (-1)
5 Facebook (+5)
6 Walmart (-)
7 Costco (+4)
8 Microsoft (-1)
9 Visa (-)
10 Netflix (-5)

Despite concerns that Netflix’s crackdown on password sharing would significantly dent the brand’s subscription numbers, the brand retained its place among the top 10 most influential brands. Their cancel rate remained low, with the streaming giant reporting a 9% year-over-year increase in average paid memberships.

The biggest gainer of the year was Air Canada, who jumped 40 spots to land at 38th. The jump surprised many, as their drop following COVID seemed challenging to overcome. The study showed that Air Canada’s success could partly be attributed to their expanding in-flight entertainment to include Disney+, Apple TV+, Audible, and Hayu, and launching in-flight texting for Aeroplan members, sponsored by Bell.

As Steve Levy noted, one of the biggest takeaways from the year was the incredible power of brand partnerships. Influential brands are paving the way forward by thinking outside the box and fostering strategic collaborations. The report highlighted important lessons, including that influence is defined by impact, that artificial intelligence’s impact on influence will increase in the years to come, and that brands must create an exchange of meaningful value.

Some of the biggest takeaways from 2023 were:

Influential brands build mutually beneficial partnerships – a collaboration that amplifies brand influence.
Digital experience is more pervasive, immersive, personal, and with less identifiable data.
Influential brands must develop generational harmony – connecting to audiences across different generations is imperative.
Brands must not forget the context in which they live.

To read the complete results from the Ipsos study and how they decided which brands would make the list, click here.

Following the study results, a panel discussion delved into strategies for brands to differentiate themselves, versatility and innovation, leveraging partnerships, brand consistency and authenticity in marketing, fostering customer loyalty, and more.

The panel was moderated by Christine Saunders, CEO of Starcom Canada and CMO of Publicis Groupe Canada, with important marketing leaders in the industry, including Liza Mazurkewich, Vice President of Marketing at Subway Canada, Rachel McAdam, Vice President of Marketing at SkipTheDishes, Alessandra Bisaillon, Head of Marketing and Media Relations at Farm Boy, Irene Daley, Vice President, Marketing at Canadian Tire, and Steve Levy from Ipsos Canada.

The event ended with a keynote discussion by Hope Bagozzi, the Chief Marketing Officer at Tim Hortons, who emphasized the importance of a strong internal culture, staying true to your core values, and knowing your customers. Even during tough times, she encouraged leaning into empathy and purpose-led marketing, as this is when your customers need it the most.

Missed the event? You can find the full recording below!

January 30 2024

Globe Alliance expands their premium network through partnership with CNN

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Globe Media Group is pleased to announce the inclusion of CNN into its premium digital network of the world’s best news, business, and lifestyle sites.

The integration of CNN into Globe Alliance enriches its network, providing advertisers and marketers with premium opportunities tailored to diverse objectives. As the world’s #1 digital news outlet with 165M multiplatform monthly global unique visitors*, CNN Digital adds a sizeable audience to Globe Alliance.

Marketers gain access to CNN’s extensive audience of educated and influential Canadians across various business sectors. CNN’s Canadian audience is highly engaged and spends significant time on its digital sites and video content including across key verticals such as CNN Business, CNN Style, CNN Travel and CNN Health. The partnership reinforces Globe Alliance’s mission to foster meaningful connections between brands and influential Canadian audiences across our carefully curated premium network.

Globe Media Group will serve as the exclusive representative for CNN, working with Canadian advertisers to utilize CNN’s digital and extensive video inventory in Canada. With a robust presence, CNN’s involvement in the Canadian market proves to be a valuable resource for advertisers. Leveraging trusted journalism, strategic data utilization, and innovative ad formats, CNN effectively crafts client stories to engage target audiences across Canada.

CNN achieves a substantial digital reach in Canada, with 8.9 million monthly unique visitors, equivalent to a 27% reach of Canadians**. Together, Globe Alliance and CNN would rank #1 in News and Information among English-language sites in Canada, reaching 20.5 million unique visitors, representing 62% of the total digital population***. This underscores CNN’s position as the top global source for news and information and as a provider of significant value to the Canadian market.

Andrew Saunders, President and Chief Executive Officer of The Globe and Mail, said, “As we expand our digital network, this partnership reinforces our commitment to consistently providing value to our advertisers. CNN is recognized globally as a cornerstone for news and information. This important collaboration will amplify our reach and impact on influential Canadian audiences.” 

Tracy Day, Managing Director of Creative Studio and Ad Innovation at The Globe and Mail, reinforced this message, saying: “CNN shares our goal of fostering meaningful connections between brands and prominent Canadians. Their addition gives advertisers a unique opportunity to connect with a vast audience through some of the world’s most reputable websites. We’re thrilled to welcome CNN into Globe Alliance.” 

Rob Bradley, Senior Vice President, CNN International Commercial, added: “Becoming part of Globe Alliance is an exciting prospect for both CNN and the Canadian market. Working with The Globe and Mail, we will open up new opportunities for advertisers to reach our Canadian audiences and be aligned with premium content on our unique digital properties. Advertisers seeking quality content and audiences at scale need look no further.”

To learn more about how Globe Media Group and CNN are partnering to create opportunities for advertisers, please visit https://globemediagroup.ca/digital/.

SOURCES:

*Source: Comscore Media Metrix® Multi-Platform, Total Digital Population, Custom-Defined List, August 2023, Global. Based on CNN.com entity compared to a custom list of single brand competitors that are also in the News/Information Category. CNN Brand entity used prior to October 2018. 

**Source: Comscore Media Metrix® Multi-Platform, Jul-Sep 2023 (Q3) Average, [C] CNN.COM

***Source: Comscore Media Metrix® Multi-Platform, Jul-Sep 2023 (Q3) Average, Audience Duplication: [E] Globe Alliance and [C] CNN.COM

November 30 2023

Beyond trends: Globe Media Group sheds light on the consumer mindset in ‘Next in Luxury’

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Globe Media Group was thrilled to present ‘Next in Luxury,’ an intimate and exclusive gathering of the industry’s most prominent leaders to discuss the state of the luxury market and critical insights for the future.

Over 60 guests from the fashion, beauty, retail, travel, automotive, and hospitality sectors attended to engage in an insightful conversation about emerging trends and the industry’s future.

Penny Hicks, Managing Director of Client Partnerships and Commercial Operations at The Globe and Mail gave opening remarks for the event, emphasizing the invaluable role that The Globe and Mail plays in luxury across Canada.

“Millions of influential Canadians trust us to deliver the essential content they need to enrich and shape their lives. Our extensive reporting delves into the most important aspects of luxury and inspires the diverse tastes of affluent Canadians nationwide. The Globe and Mail’s Style Advisor, as well as our Arts & Pursuits platforms, provide Canadians with a guide to luxury living. With a readership of over 200,000 luxury consumers, we don’t just report on Canadian culture; we help shape it.”

The Luxury Consumer Mindset

All guests across industries shared the luxury consumer in common, and the conversation focused on genuinely understanding the luxury consumer mindset. The panellists included Lori Legaspi Moores, Vice President of Merchandising, Everything Else at SSENSE, Jeremy Wood-Ross, Chief Executive Officer, Ellie Mae, and Sarah Tuite, Senior Vice President of Corporate Communications and Public Relations at Four Seasons. They joined Andrew Sardone, Editorial Director of The Globe and Mail’s Style Advisor, who framed the discussion around insights from a Globe Insiders Style Advisor study with over 800 respondents. The roundtable analyzed the evolving landscape of the luxury market, with deep dives into Gen Z, technology, and sustainability.

The Rise of Gen Z

The conversation began with a look at Gen Z as an emerging and formidable force among new luxury consumers. The panel explored how Gen Z makes purchase decisions, their desire for brands that reflect their values, and their power to influence older generations’ purchasing choices. Sarah Tuite shared insights on set-jetting and how television and movie locations inspire younger generations’ travel plans.

Technology & Innovation

The discussion also examined the impact of technology, social media, and data on the luxury market. The speakers discussed how these driving forces influence consumer behaviour and pave the way for the industry’s future. Topics included the rise in artificial intelligence, the importance of influencer marketing, and the role that real-life experiences and emotional intelligence continue to play.

Sustainability & Authenticity

The roundtable ended by looking at the enduring role of sustainability in luxury and the industry’s commitment to responsible practices and ethical considerations. The conversation centered on strategies to connect with socially conscious consumers and the importance of remaining true to your brand.

The speakers discussed the rising desire to see brands reflect more transparent production practices. Jeremy Wood-Ross talked about Ellie Mae’s store, saying, “We built it in a way where we wanted full transparency… we’re very fortunate that we’re doing most of our own production in our space. That I feel is the baseline for us, just production being transparent. We can show you how great our stitches are going to be, how we pack our labels, the kind of fabric we’re using, our cutters, all of those processes.”

Andrew Sardone shared insights from the Style Advisor study that showed:

· Quality, authenticity, and sustainability trump status and price when making purchasing decisions

· Readers are most interested in travel (89%), followed by art (83%) and food, wine, & spirits (83%)

· Print media still reigns, with 79% agreeing that reading a magazine in print is more luxurious than the digital experience

Sarah Tuite spoke to this idea of authenticity being important to brand image, saying,

“When you look at your ESG strategy, it has to be very authentic to you as a brand, so for Four Seasons, that really sits in the 127 properties, 47 countries where we operate and how we engage with the communities that we are a part of… it’s really important that you plant those roots and build those relationships.”

Engaging with unexpected audiences

This relationship between the brand and consumer was an ongoing point of discussion during the roundtable, with Lori Legaspi Moores reflecting on the growth in men’s luxury fashion and the breaking down of barriers in where men want to shop.

“Our customer has always been unexpected and unconventional because SSENSE has always been unexpected and unconventional,” she said. “If you look at our men’s and women’s wear edits, you will see duplicate products of both because, like our Bottega offering…. we try not to make choices for the customer because we want customers to have freedom of choice and to choose what they want and to be able to shop however they want on the site.”

Key Takeaways from the event

· Luxury brands need to redefine the customer path to purchase journey

· New technology and the growth of influencers on social media has changed the luxury industry, bringing categories like streetwear and menswear to the forefront

· Technology is a tool to make the customer experience better, but cannot come at the cost of human connection

· Sustainability is the baseline expectation for brands. Gen Z and Millenials are willing to pay more for luxury products that have a social impact

The discussion was an insightful presentation into the incredible wealth of untapped opportunities within the luxury market, showcasing a dynamic and forward-thinking perspective on the future, with speakers adding unique perspectives that highlighted the way forward at a time when the market is both diverse and full of potential.

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November 28 2023

Developing a culture of experimentation

Globe Media Group Highlight, Marketing Insights, Uncategorized

This month, IAB Canada hosted ‘The Experimentation Edge’, an executive roundtable sponsored by The Globe Media Group. This event gathered a group of thought leaders from some of Canada’s leading agencies and brands to share perspectives on and experiences with how dramatic shifts in the B2B landscape is calling for a culture of experimentation.

Given the magnitude of impact that AI has had and will continue to have on the digital advertising sector, the discussion centered on how AI and ML have been approached by various organizations.

The current state of AI integration

AI has become a focal point in boardrooms, leadership discussions, and casual conversations among employees seeking to boost their productivity.

And while all attendees confirmed that their organizations were embracing AI and experimenting with the technology, only a few have formalized the use of Generative AI with early frameworks to help balance the opportunities with the known risks. The frameworks take several attributes into consideration including privacy, data ethics, and transparency.

“Many organizations are leveraging AI to streamline workflows and reduce low-value work through automation,” says Katherine Scarrow, manager of creative strategy for Globe Content Studio, the content marketing arm of The Globe and Mail.

Some key examples included the media accounting process which has been notoriously onerous for media agencies to manage. Plugging in-house systems into solutions like Prisma and Media Ocean has significantly lightened the load.

Another area of application was integration of AI into dynamic creative optimization (DCO). Leaning on Machine Learning (ML) to inform the building of multiple iterations of ads using training data and assets has become an exciting area of innovation for agencies. One case study cited by Cairns Oneil reported a 30 per cent lift in effectiveness from the use of trained AI vs. creative that had been developed and optimized only by humans. Interestingly, results from another experiment conducted at The Globe Media showed how important the human element was in the actual training process of AI showing a 30 per cent decrease in effectiveness when creative generation was left solely to the technology.

On the planning front, agencies like Cossette and GroupM have deployed tools to help with predictive modeling which has allowed for increased efficiencies and the ability to refocus talent on other more sophisticated areas of the business. Other reported activity in the market included strategic partnerships with AI pioneering giants like IBM Watson. With major investments into the tools being developed, there was a sense that SAAS-based tools and offerings were becoming fundamental differentiators in the space.

When exploring the topic of client sentiment towards the use of AI to deliver media services, the group felt that there has been a great amount of interest and traction given the mainstreaming of generative AI in the past year. AI capabilities are making their way into agency RFPs which has drawn CIOs and CTOs into the decision-making team at the pitch table. While advanced AI offerings are not yet viewed as table stakes, early investments into the technology have paid off. As clients begin to explore the capabilities, those agencies with established solutions and frameworks built to meet the emerging demand have a head start on experience and trained data sets. One notable selling factor that would appeal to brands raised by GroupM, was the new ability for agencies to quickly explore “rabbit holes” with fast feedback loops that were once unfeasible due to time and budget constraints. A perfect segue into a discussion on the Experimentation mindset.

Challenges and considerations

Beyond the hype and alluring possibilities of gen AI, a stark reality emerges – the majority of AI projects end in failure. In fact, according to research from Harvard Business Review, the failure rate is as high as 80 per cent.

When considering the challenges that lie ahead as our industry adopts AI, several themes emerged. There was consensus about the importance of developing frameworks and codes of practice that address areas of privacy, transparency, and ethical use of data. With every new technology, we have learned from experience that regulatory guardrails are both necessary and welcome. However, there was some discussion about the pending legislation in Canada and some concern about the risks of vague guidelines, inconsistencies with other laws and potential over-regulation at a time when we are called to invest in innovation.

More practically, the group agreed that there remain some fundamental challenges on the ground with the implementation of the technology itself. Participants agreed that understanding what information is available and deciding which data will be useful is a major undertaking. Many organizations operate within decentralized data structures which presents major hurdles when it comes to gathering data and normalizing it to make it ready for use. Connecting data streams into one centralized hub is imperative to developing a fulsome solution that is ready to train AI systems.

When exploring the risk associated with testing in live environments Scotiabank raised the importance of tightly controlled tests that are centered on business priorities. The theme of guardrails was expressed by all. In large corporate environments and some agency/client arrangements where experimentation was encouraged without standards and parameters in place, Dentsu expressed that it becomes almost impossible to agree on the results which often impact investment decisions.

The group discussed the inherent fear of replacing creativity and content creation with AI. The Globe suggested that there was a need to distinguish between creativity and efficient creation. The group agreed that there was a need to strike a balance. PHD spoke of guardrails and playbooks that are in place and how important it is to tread lightly and stay within the framework to ensure the limits of outsourcing are being respected. Everyone agreed that the use of AI should be focused on eliminating low value work to save time, drive efficiencies and streamline the value chain.

The Importance of developing a culture of experimentation

All participants agreed that it was important to develop a culture of experimentation and that cultivating an agile or iterative approach — testing hypothesis, adapting strategies, and, most importantly, embracing failure as a stepping stone toward success is a new imperative for leadership. From a talent perspective, the freedom to explore and noodle around was described almost as a new form of currency – one that both attracts and retains talent.

Aber Group raised the point that a healthy culture of experimentation ensures innovation and the long-term sustainability of an organization. Active International agreed adding that a competitive advantage can only be achieved by improving methodologies as they become outdated more quickly with the acceleration of technical advancements and deepening fragmentation of the media landscape. The Globe Media Group added that experimentation leads to the ability to diversify revenue sources and build upon an organization’s core strengths. A culture of experimentation is a culture of entrepreneurialism and growth.

More specifically, when discussing the B2B audience, Dentsu commented on how critical it is to test and understand what lies below the common denominator of a title. Advanced media strategy demands and is capable of, discovering the value of the other more nuanced attributes that exist within an audience cluster. The only way to get to this understanding is through a framework of experimentation and a healthy dose of curiosity.

Looking ahead

The group took the opportunity to share best practices for the development of an Experimentational Culture. Five key themes emerged from the thought leaders’ commentary.

Creating a learning environment

When looking at the top attributes that help to support a culture of experimentation, the group unanimously agreed that curiosity was at the top of the list. Curiosity drives hypothesis and inspires testing activity. From a B2B standpoint, curiosity shows passion for a brand and an innate drive to solve challenges.

Learn, unlearn and re-Learn – a key part of learning is to unlearn. Having an open mind that is ready to be changed with new information is essential to forward-thinking and progress. Having the plasticity to re-learn is a key competitive advantage in a market that is flushed with data.

Providing a safe space

Everyone agreed that creating conditions for learning and incentivizing helping promotes experimentation and creativity. “Providing team members with the trust to experiment and play freely, without the worry of negative outcomes, empowers the organization to explore new possibilities,” Scarrow says.

The group discussed how important it is to learn from failures and to recognize that success rarely follows a linear path. A culture that learns from failures is moving forward with the benefits of experience.

Establishing framework for experiments

Experimentation can feel overwhelming. The Globe Media Group shared valuable insights into the content life cycle and how organizing testing opportunities by stages of the life cycle (planning, production, promotion, and performance) can make them more manageable. When applying tools like AI to the process, it becomes clear which stages can benefit most in terms of driving efficiency and better outcomes.

The design of the experiment itself is critical. Ensuring that all elements of the experiment are mapped out to include: an agreed upon hypothesis to test, a valid control data set and an outcome that aligns with the overarching business needs were all key elements to consider. The group also recommended starting small before scaling as results come in.

Embracing diversity and inclusion

Discussing the importance of diversity in a successful culture of experimentation was a highlight of the session. When diverse groups come together to collaborate on innovation, barriers get broken. GroupM’s Launch Pad program which attracts and retrains talent from diverse backgrounds to welcome them into the media sector was celebrated as a great example of how diversity inspires new perspectives, ideas, and growth.

Scotiabank described how positive changes to develop an agile culture that is set-up for cross-collaboration within the organization has already made a significant impact on discovering how to innovate against customer touch points. The structural change has positioned the organization well for a culture of experimentation.

Summary

A clear take away from the roundtable discussion was that developing a culture of experimentation is not only top of mind across the media value chain, but also in practice. Whether it’s an agency staying ahead of the curve and preparing for a paradigm shift in service offerings or a brand that is pushing the boundaries to capture and retain market share, embracing experimentation is the way forward.

This article was co-authored by Katherine Scarrow, manager of creative strategy, Globe Content Studio, and Sonia Carreno, president of IAB Canada.

November 9 2023

Data vendors and the future of ethical data practices

Globe Media Group Marketing Insights

In the digital age, marketers are grappling with an ever-evolving landscape in which the ways to understand consumer behaviours are constantly changing. While for a long time, there were companies that could provide data segments for audience targeting, these 3rd party insights were often lacking and resulted in data being used ineffectively. There was a gap between what data purported to do, and the information it actually provided.

Amid this environment, data vendors emerged as key players offering impactful data insights that offered results.

What are data vendors?

Data vendors are a company or individual that collects, processes, and sells or trades various types of data. Sometimes called information brokers or data brokers, what sets them apart is that they usually collect information from the public record, like online activity, surveys, social media, and more. They focus their efforts on information publicly available about individuals or organizations to sell that information to others.

Often, the data they are looking at can be vast and can encompass anything from personal information to demographic data and insights into consumer behaviours. What differentiates data vendors from the more anonymous style of 3rd party data businesses previously in existence is that data vendors compile and analyze the data to create in-depth profiles and datasets made readily available to marketers, advertisers, researchers, financial institutions, and insurance companies. Their data provides invaluable context into who the people are within any given data segment, something that previous data sources couldn’t reliably do.

Where did data vendors come from? A short history.

As early as the late 20th century, data vendorage began developing in Canada, though its primary focus was collecting and selling publicly available information. It was in the 2000s that data vendorage expanded to include the selling of digital technology and online data. During this period, data vendors began to use data management platforms that collected online browsing data using 3rd party cookies.

At this point, the history of data vendorage in Canada became marked by evolving privacy and data protection concerns. From the 2000s to the 2010s, as data collection and sharing practices evolved, concerns about individual privacy grew. This period saw the introduction of federal and provincial privacy laws and regulations.

In 2012, the Office of the Privacy Commissioner of Canada emphasized the importance of transparency and consumer choice in data collection and sharing practices in a report on online tracking, profiling, and targeting.

Since then, the focus has been on industry regulations and transparency, with increasing pressure on data vendors to disclose their data collection practices. The growing emphasis on consumer rights and data protection rights has complicated the role of data vendors.

In 2020, the Canadian government introduced the Digital Charter, outlining principles for a modern, privacy-focused approach to data in the digital age. The introduction of the Consumer Privacy Protection Act in 2021 solidified the government’s mandate to modernize and enhance privacy protections in Canada.

What makes them effective?

Marketers faced challenges measuring success as major players like Google, Meta, and Amazon leveraged their customer data to craft compelling stories. Yet, telling a consistent story across multiple environments is often tricky or impossible. There needs to be a means of validating the results or success. This is where data vendors came in.

Data vendors allowed the targeting of groups of people on many websites across different environments with consistency and, in doing so, removed the difficulties of measuring campaign success across major social and e-commerce platforms. Simply put, marketers and advertisers that work with data sets from multiple sources have the ability to tell more targeted and rich stories.

Know more about your customer

The benefits of using a data vendor even extend to marketers with their own customer lists. Data vendors collect data from diverse sources, including census mobile apps collected location data so that they can learn about your customers beyond their interactions with your brand. This is what makes them so effective.

Organizations that monetize their customer data by selling it to potential marketers can also benefit from collaborating with data vendors, as their diverse sourcing will make the data more valuable.

What is at risk for data vendors?

Public awareness around data-related privacy issues has sky-rocketed in recent years. Organizations that track browsing history are seen as invasive, annoying, and unethical.
This sentiment reflects a growing unease among individuals who feel they are constantly under surveillance. Their discomfort increases when meticulously personalized advertisements seem to know too much about them, intensifying the sense of being monitored. This has catalyzed a movement emphasizing “data rights as human rights.”
As data vendors’ role in online browsing proliferates and becomes more widely understood, this is only becoming a more significant concern.

Data vendors can sell data they have purchased to other data vendors who may not be the end destination for that commercial use. The result is a supply chain that moves personal information across organizations, often without proper user consent safeguards. The possibilities for data misuse are massive, and this remains the case whether the data is anonymous or reidentified. In the wrong hands, the data can be used to engage in discriminatory practices. When consumers are forced to provide personal information, it can even threaten democratic principles.

The regulation boom

Distrust in this system has led to significant regulations to limit online tracking. For example, the Personal Information and Electronic Documents Act (PIPEDA) can regulate the collection, use, and disclosure of personal information, but importantly, permission or consent to obtain user information is obtained indirectly from the data owner. Additionally, The Consumer Privacy Protection Act (CPPA) ensures people’s right to privacy and requires data collectors to justify the need for data collection.

While these steps toward regulating the industry are important, more still needs to be done.

What can the public and data owners do?

Current laws offer a starting point for balancing consumer benefits and privacy, but it’s a long way from being a perfect system. In Canada, some have proposed creating a data vendor registry to clearly define data vendors and provide a way for individuals to search for information about them. This registry would also allow people to manage their permissions, so they could opt in, opt out, or be removed from databases altogether. Theoretically, it would also encourage data vendors to disclose how they collect and use data publicly.

Marketers and advertisers have an important role to play in this conversation. They need to understand their existing and targeted customer base, but to do that, they also need data, which can stretch the boundaries of ethical practices. There has to be a push from advertisers and marketers toward their data partners to prioritize the quality of data, be diligent in following industry regulations, and always ensure the end user consented to the data collection.

The Globe and Mail and other Canadian media owners are striving to create new data collection strategies built on trust and transparency by looking at clean room technologies and data collaboration environments. While these initiatives are still in their early conceptions, they aim to allow data owners to safely and privately learn about their matching customer lists. The benefits of these technologies are only as good as the open, transparent, and trusted relationships with the customer base. Initiatives like these will bring in a new age of data collection that puts trusted relationships with customers first.

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The current state of AI integration

Challenges and considerations

The Importance of developing a culture of experimentation

Looking ahead

Summary

What are data vendors?

Where did data vendors come from? A short history.

What makes them effective?

Know more about your customer

What is at risk for data vendors?

The regulation boom

What can the public and data owners do?