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Data collaboration in action: How The Globe and Mail drove 3.4x reach for Via Rail

With the loss of third-party cookies, publishers and advertisers alike have had to seek out new strategies for audience targeting. This article breaks down how The Globe and Mail’s commercial data optimization team is leveraging data collaboration and Clean Room Technology to bring success to advertisers, using the recent VIA Rail campaign as a case study.

The first-party data foundation

For over a decade, The Globe and Mail has focused on quality journalism as opposed to chasing after clicks and traffic, which has allowed them to develop a robust first-party data strategy built on trust with their audience.

This approach has provided better insights into reader preferences, ultimately ensuring they can connect people to more relevant advertising. While this balanced value exchange with readers is a crucial part of a strong data strategy, The Globe wanted to do more.

Building a strong data strategy

As part of deepening its data capabilities, The Globe and Mail has refocused on strengthening its data warehouse. In this process, they partnered with Optable, a data collaboration and Clean Room Technology provider. While data collaboration is not a catch-all solution, it is an important extension of an already existing data strategy, and particularly important to creating meaningful opportunities for brands to connect with their readers.

“Our team is very obsessive about the relationship that readers have with ads, and how we’re able to help advertisers connect with receptive readers and audiences,” Kabil Rahaman, the Head of Data Optimization at The Globe and Mail, emphasized.

A recipe for success

Achieving success involves collaborations, from a first-party data strategy to agreement from key stakeholders and someone willing to take clear accountability for the program’s outcomes.

When measuring impact, The Globe looks beyond pure revenue metrics. “To gain a more comprehensive understanding, we look at our interactions with partners and the discussions we have,” Rahaman explained. “These conversations are a valuable starting point for measuring revenue opportunities and tracking our progress.”

VIA Rail: theory in action

Rahaman broke down how The Globe’s team uses a test and learn approach grounded in curiosity, aimed at validating an assumption or theory for a partner.

“It’s a highly collaborative process designed to produce structured tests to address business challenges,” he said.

In the case of VIA Rail, they aimed to determine whether The Globe and Mail’s data enriched with VIA Rail’s first-party data would perform better than solely using The Globe’s data. They also wanted to create a campaign to generate awareness and encourage planning for people’s next trip with VIA Rail.

The ABC Testing Approach: VIA Rail case study

The Globe conducted an ABC test to compare three different targeting approaches.

Tactic A: Content targeting based on customer insights

For Tactic A, they targeted on-site content on The Globe and Mail’s website based on audience insights from matching VIA Rail’s customer data with Globe readers. The results indicated that VIA Rail customers engaged more in Personal Finance, Business Opinion, and Investing. These insights were then leveraged to strategically allocate VIA Rail’s advertising dollars to target these high-performing content sections.

Tactic B: Look-alike audience for new customer acquisition

For Tactic B, they created a look-alike audience of Globe readers who shared similar characteristics to VIA Rail’s existing customers, even if they haven’t travelled with VIA Rail before. By leveraging these lookalike models, they could identify and reach potential new customers with similar domestic travel interests, expanding beyond their direct matches.

Rahaman sees particular value in this approach, even when audience matches are small: “As an optimistic person, I believe that a low audience match provides an opportunity for customer growth and acquisition.” This perspective transforms what could be seen as a limitation into a strategic opportunity to reach new customers.

Tactic C: Control group baseline

Finally, for Tactic C, they used The Globe’s existing domestic traveller audience as a control group to compare the performance of Tactics A and B. This control approach aligns with Rahaman’s philosophy of testing different tactics against a publisher’s first-party audience “to determine if there’s a lift or difference in how the publisher defines their own audience compared to how you would match.”

Impressive results and future plans

Soleil Adler, Data Optimization Manager at The Globe and Mail, spoke about the outstanding success of the program:

“With VIA Rail, we have seen a 3.4 times increase in reach. We are continuing to use these tactics in new campaigns and conducting frequent data matches to improve our data strategy as we move forward.”

While the campaign demonstrated exciting results, they intend to continue to improve their capabilities. Moving forward, they plan on matching ad exposure with ticket sales to identify people who purchased a ticket after being exposed to an ad on The Globe. They also plan to create use cases that specifically avoid targeting existing ticket purchasers.

Summary

Data collaborations will only become more critical as the world moves away from third-party cookies. The Globe and Mail’s partnership with Optable and the impressive results from their campaign with VIA Rail demonstrate that a strategic, test-driven approach to first-party data collaboration can deliver significant advantages for publishers and advertisers while maintaining reader trust in a cookieless future.

Click here to learn more about how The Globe’s data solutions can help your business.

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Data merchants and the transformation of audience targeting

The evolving landscape of data

The data sector is in a constant state of change. For years, companies have provided marketers with third-party insights for audience targeting that lacked accuracy and contextual relevance. This kind of data was missing crucial context that would go one step further, assigning motivations and background to the population the data is about.

The rise of data brokers

Data brokers emerged to fill this industry gap. Sometimes known as data vendors or information brokers, they collect, process, sell, and trade different data types. Their extensive scope covers anything that can be collected from public records. Simply put, data brokers provide the missing context on who people are within a data segment, creating an in-depth profile instead of just an anonymous grouping. They can give a more detailed analysis and profile by aggregating data points from multiple sources, something previous data sources couldn’t reliably do.

Canada’s path to digital privacy

Data brokerage began in the late 20th century, but it wasn’t until the 2000s that data brokers expanded to include the selling of digital technology and online data. This period saw the use of data management platforms to collect browsing data through third-party cookies, which can be considered the true beginning of significant privacy concerns in the sector. By 2012, the Office of the Privacy Commissioners of Canada released a report about online tracking, profiling, and targeting. Nearly a decade later, in 2020, the Canadian government introduced a Digital Charter, and a year later, it introduced the Consumer Privacy Protection Act (CPPA).

Measurement and targeting abilities

Data brokers have the unique ability to tell consistent stories across a fragmented tech environment. Using them allows marketers and advertisers to measure success and target specific groups across multiple websites and environments.

Consolidating information from diverse sources is extremely valuable, as it allows a more comprehensive customer profile that is impossible to get from a single data source.

Data rights as human rights

There’s been a significant shift toward viewing data rights as synonymous with human rights. In many ways, this evolution is natural as the industry grows more advanced, with companies developing increasingly targeted and sophisticated data capabilities. In response, data protection and consumer rights have moved to center stage in public discourse. The Canadian government has sought ways to give people more control over their information and data, including the right to access and correct the data held by data vendors.

As regulatory pressure mounts for increased transparency and stricter industry oversight, data vendors must adapt to increased industry regulations and transparency in data collection practices. 

The future of data

Using data to understand current and potential customers is critically important for marketers and advertisers in this challenging time. Regulators continue to explore legislative actions and privacy protections. In this environment, it’s more crucial than ever before to double down on trusted partnerships. When evaluating a partnership, consider two key factors: its business value and trustworthiness. Consider whether you can trust your partner to ensure personal data is collected and used in adherence to current regulations and with full consent and knowledge from the end user.

Another strategy that is becoming important is enabling data owners to learn about overlapping customer lists safely in data collaboration environments and with Clean Room Technology, which allows combined data sets to be analyzed without exposing the underlying raw data. The Globe and Mail has recently begun to work in these environments with promising results that suggest a bright future for privacy-first data partnerships.

By prioritizing trust, compliance, and innovative collaboration technologies, marketers can better navigate today’s data landscape while building more meaningful customer relationships built on trust.

Trust in Media

The Trust Premium – Why Trusted News Environments Boost Brand Impact

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In today’s media landscape, trust is a currency that holds immense value – not just for publishers but for advertisers as well. A new Canadian study, conducted by Cossette Media, Vox Pop Labs, and the Google News Initiative, has revealed compelling data on “The Trust Premium” – the measurable lift in brand affinity when advertising appears in trusted news environments.

Key Findings: Why Trust Matters for Advertisers

Advertising in trusted news environments leads to a 25% brand lift
When brands advertise alongside highly trusted publishers, they inherit the credibility of the publication – boosting consumer trust in the brand itself.

Local news drives even stronger trust effects
On average, news publishers rank 35% above other media in trustworthiness. Local news outlets see an additional 16% gain, especially in Quebec, where trust levels in news are even higher.

Hard news is just as effective as soft news for advertisers
Despite assumptions that “hard news” (political or economic reporting) might negatively impact brand perception, the study shows no difference between hard and soft news environments. Brands perform just as well in serious news settings.

Political alignment doesn’t matter – trust does
Consumers don’t penalize brands for appearing in news content that doesn’t align with their political views. Instead, trust in the publisher is what matters most.

What This Means for Marketers

This research reinforces the power of premium journalism as an advertising channel. Brands that advertise within trusted news ecosystems benefit from an immediate halo effect, lifting their credibility and deepening audience trust. In a time when brand safety and consumer confidence are top priorities, this study highlights the importance of aligning campaigns with credible, high-quality journalism to maximize impact.

Want to unlock the Trust Premium for your brand? Partnering with high-trust publishers like The Globe and Mail ensures your brand is positioned in a credible, high-impact environment.

For more information about the Globe Media Group’s advertising and marketing opportunities, please contact your Globe representative.

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Employee recognition matters in a hybrid work environment

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Recognized employees are more engaged and productive, argues Darian Kovacs, Partner at Jelly Digital Marketing & PR.

In just a few short years, the corporate landscape has undergone a seismic shift due to the COVID-19 pandemic. Many organizations that once adhered to fully in-person work policies have transitioned to hybrid or remote work models.

While some major corporations are pushing for a full in-office model, hybrid work remains a strong preference for many employers. Organizations that embrace this flexibility must find ways to maintain engagement and recognition to retain top talent.

For employees, the allure of hybrid work environments has grown so strong that some are willing to accept pay cuts to enjoy the flexibility and benefits they offer. However, as the frequency of in-person interactions declines, it’s essential to retain practices like employee recognition, which are critical for fostering a strong engagement culture. Therefore, the challenge is clear: how do you maintain effective recognition in a hybrid workplace?


One answer lies in leveraging employee recognition software like Altrum or Nectar, which can help sustain a robust workplace culture. These platforms simplify employee recognition with a unified platform integrating peer-to-peer recognition, incentive rewards, turnkey gift management, and exclusive manager training—empowering leaders to enhance daily recognition effortlessly.

But why should hybrid companies invest in employee recognition initiatives and software? The answer is simple: recognition enhances engagement, drives productivity, boosts retention, and cultivates a positive, enduring organizational culture. It’s the fastest route to success.

Consistency is Key

Gone are the days of sporadic acknowledgments and annual awards ceremonies. To achieve sustained employee engagement and retention, organizations must recognize every contribution—big or small—throughout the employee lifecycle.

Consistent recognition begins with welcoming new team members and extends through milestones like birthdays, anniversaries, and everyday accomplishments. It doesn’t stop there – continuous recognition should remain a cornerstone until an employee’s retirement.

The data backs this up:

  • Employees are 2.7 times more likely to engage when they expect recognition for their efforts.
  • Organizations with recognition programs see a 14% boost in employee engagement, productivity, and performance.
  • 79% of workers say increased recognition rewards would enhance their loyalty to their employer.

Small Gesture, Big Impact

While consistent recognition is key to fostering engagement, it’s important to remember that impactful recognition doesn’t have to come from grand gestures. In hybrid work environments, small, thoughtful acts often matter more than ever. A personalized “thank you” email, a quick shout-out in a team meeting, or a note of appreciation in a group chat can make employees feel seen and valued. These micro-moments of recognition reinforce trust and connection, especially when physical interactions are limited.

Everyday gestures like acknowledging a teammate’s effort in a Slack channel or celebrating a small win during a virtual check-in can create a ripple effect of positivity. These simple actions show that recognition is woven into the fabric of your workplace culture, making employees feel appreciated in meaningful and immediate ways. It’s not about the size of the gesture but the sincerity behind it that drives loyalty and morale.

How to Facilitate Recognition in a Hybrid Workplace 

If you’re looking to take things further and incorporate employee recognition software into your workplace, here are some key benefits and features:

  • Peer-to-Peer Recognition: Users can celebrate each other’s achievements, whether it’s between managers and employees or among peers. Features like this help to foster a sense of belonging and connection, providing a platform for team members to effortlessly recognize and appreciate one another’s contributions no matter where they’re located.
  • Meaningful Rewards: Software can help to provide reward options for you and your team, from gift cards and extra paid time off to donations and even tickets to sporting events. This ensures that everyone can choose a reward that genuinely resonates with them.
  • Celebrations and Badges: In the busy corporate world, milestones are often overlooked. Automated anniversary and birthday celebrations act as a constant reminder, helping you never to miss an important moment—keeping celebrations top of mind, 24/7.
  • Incentive Campaigns, News Feeds, and KPI Management: Recognition software enables you to create customized contests, campaigns, and challenges to motivate employees. Users can share performance updates and tips through an interactive dashboard accessible 24/7 on any device. This helps keep your team informed and inspired, no matter where they are.

Recognition is more than just an HR initiative—it’s a fundamental element of a thriving, high-performing workplace. It drives engagement, builds loyalty, and enhances overall performance.


In hybrid workplaces, where physical interactions are less frequent, software tools are vital in bridging the gap, ensuring employees feel consistently valued and connected. By prioritizing a culture of recognition, organizations can elevate employee satisfaction, attract top talent, and maintain a decisive competitive edge.

Investing in thoughtful and consistent employee recognition isn’t just an investment in your team’s well-being; it’s a strategic decision that fuels business success. Recognized employees are more engaged, productive, and likely to contribute positively to the workplace, fostering a sense of happiness and belonging. As the hybrid work model evolves, investing in your recognition practices to match this dynamic environment ensures that every accomplishment is celebrated and every employee feels genuinely appreciated. Let’s build workplaces where recognition is a daily habit, shaping a brighter, more connected future.

 

Jelly Digital Marketing & PR is a member of the Institute of Canadian Agencies (ICA). 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.

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Transforming from performance marketing to growth marketing: A pathway to better business impact for brands ready to scale

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Dustin Rideout, Partner and Chief Strategy Officer at creative marketing agency The Hive identifies shifts required to unlock growth for brands.

For many brands that have found initial success through direct response methods, “performance marketing” has been the engine behind much of their growth. These brands have relied on highly targeted tactics to drive quick wins in customer acquisition.

Performance marketing strategies, such as search marketing and digital performance ads, have helped sustain sales and maintain visibility in competitive spaces. But as brands reach a certain stage, they often realize that continuing with a pure performance marketing approach may no longer be enough to unlock their next wave of growth.

Brands at this pivotal moment may find themselves at a tipping point: performance marketing has allowed them to hold ground, but a new approach is needed to move from maintaining sales to capturing a larger share of the market. Growth marketing offers a way forward by focusing on long-term brand-building efforts, expanding brand awareness, and deepening customer relationships – areas that many brands haven’t yet fully explored.

Performance Marketing Holds Ground

Performance marketing is primarily designed to target the low-hanging fruit – customers who are ready to make a purchase or take immediate action. Its success is often measured by short-term metrics like return on ad spend (ROAS), cost-per-acquisition (CPA), and conversions. This approach allows early-stage businesses to maintain a steady pipeline of sales, keeping them competitive and relevant. However, the scope of this approach is limited to those who are already in-market and aware of the brand.

In other words, performance marketing excels at keeping a brand visible to those already considering it, ensuring that the company holds onto its existing share of voice in a crowded marketplace. But by focusing on these immediate, lower-funnel activities, businesses are missing the opportunity to reach entirely new audiences and unlock untapped market potential. For any brand outside of number one, and especially those that consider themselves as challengers, this approach alone to marketing simply won’t achieve their ambitions.

Growth Marketing Expands Market Share

Growth marketing, on the other hand, is about increasing market share by focusing on brand-building efforts and creating value. It’s designed to reach not just customers who are ready to convert but those who are still in the awareness or consideration phases of the funnel. By increasing brand exposure and fostering deeper emotional connections with consumers, growth marketing helps brands break through clutter and capture new customers who are not yet aware of them.

Instead of merely maintaining share of voice, growth marketing expands it. It elevates the brand beyond immediate performance-driven campaigns and invests in activity that builds visibility with new audiences. This, in turn, fuels future conversions by creating a stronger brand presence that drives sustainable growth.

Shifts For Brands Moving Toward The Next Stage of Growth

From Short-Term Sales to Building Awareness
Performance marketing has been great for driving quick sales, but for brands ready to scale, the focus needs to shift toward building awareness and attracting a broader audience. Growth marketing allows brands to move beyond short-term transactional relationships and start investing in the top-of-funnel activities that create new customer pipelines.

From Conversion Focused to Brand Equity Building
While the returns from performance marketing are beneficial in the short-term, growth marketing focuses on building brand equity to increase volume. Brands must begin investing in brand-building tactics that may not result in immediate conversions but will drive customer pipeline. These include creating engaging content, building communities, investing in sponsorship, or collaborating with influencers to reach new segments of the market.

From Visibility to Advocacy
In the performance marketing model, maintaining visibility in search engines or paid channels has been a way to stay competitive. But growth marketing goes beyond visibility to focus on advocates who will champion the brand organically. By creating meaningful experiences and fostering emotional connections with consumers, businesses can turn customers into advocates who help spread the word, driving organic growth.

From Immediate Transactions to Customer Lifetime Value (CLTV)
Performance marketing has often been about driving one-off purchases, but brands aiming for the next stage of growth need to prioritize customer lifetime value (CLTV). Growth marketing builds strong, ongoing relationships with customers that lead to repeat business and referrals, which in turn increases CLTV. This means focusing on retention strategies, loyalty programs, and personalized customer engagement to drive long-term growth.

From Lower-Funnel to Full-Funnel Strategy
Performance marketing traditionally targets the lower funnel—those ready to convert. Growth marketing, on the other hand, looks at the entire funnel, from awareness to retention. This means creating a seamless customer experience across every stage of the journey, ensuring that brands not only attract new customers but also keep them engaged and loyal over time.

Setting The Stage For Sustainable Growth

For brands ready to enter their next phase of growth, transitioning from performance marketing to growth marketing is a critical step. Performance marketing may have been enough to drive early success, but it’s growth marketing that will enable brands to scale and capture new market opportunities.

In a landscape where competition is increasing, brands that continue to focus solely on maintaining sales through performance marketing will find themselves outpaced by those investing in awareness and long-term relationships. By embracing growth marketing, brands can build a foundation for sustainable growth, drive new customer acquisition, and ultimately increase their market share.

The Hive 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.

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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:

  1. 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.

  1. 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.

  1. 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.

  1. 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.

  1. 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.

  1. 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.

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Developing a culture of experimentation

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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.

  1. 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.

  1. 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.

  1. 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.

  1. 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.

Person on their phone

Responsible Media is transforming Canada’s advertising landscape

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Responsible Media may become the next buzzword in 2023. With so much uncertainty about the environment, economy, and society, it’s easy to become disillusioned with making a positive impact. The events surrounding George Floyd in 2020 served as a wake-up call for many in the industry, igniting discussions about social inequality. This pivotal moment triggered a powerful shift within offices, as professionals started actively seeking ways to support and uplift Black-owned publishers and content creators. In this climate, media buyers could no longer be content with simply pursuing financial gains. Having recognized the importance of incorporating equity into their investment decisions, they sought to actively form a coherent plan to improve investments with equity in mind.

Today, advertising in Canada is poised for positive change and growth. While Black-owned or BIPOC-owned publishers are still underrepresented in general media planning, there is an increasing awareness and commitment to addressing this disparity. Responsible Media already touches key areas like the environment and society. Assessing your environmental impact can be difficult initially, but numerous resources are available to help you get started. Ad Net Zero, for instance, provides helpful guides to creating awareness and establishing accountability within an organization open to change. Other exciting initiatives have also emerged to combat environmental challenges. GroupM has gone so far as creating a carbon calculator in partnership with Scope3 to measure the carbon emissions in the media investment supply chain.

Responsible Media to support societal initiatives is less prescriptive. Trust is declining across Canada and it can be difficult for advertisers and media buyers to see value in advertising with news media publishers. While this sentiment can be amplified by the misinformation and disinformation proliferating in social media, initiatives have already been formed to combat this. For example, the Canadian government has stepped in to create the Digital Citizen Initiative, which focuses on empowering Canadians with resources to understand disinformation with a view towards developing future policy-making. Similarly, NewsGuard has developed a rating system for news media publishers in Canada based on the site’s risk for publishing misinformation or using unreliable sources. This ranking shows the trustworthiness of a publisher but can also demonstrate which news outlets serve underrepresented groups, including BIPOC and 2SLGBTQ+ communities. NewsGuard’s ratings for news outlets is conducted by a team of experienced journalists and editors focused on credibility and transparency. These initiatives are critical to bringing us a future where trust in media is restored, accurate and reliable information prevails, and diverse communities are celebrated and uplifted.

 Additionally, in recent years, the Canadian Media Directors’ Council published the Canadian Media Manifesto, which aims to support Canadian media owners and publishers by taking a pledge to ensure transparency, promote accountability, and support building an infrastructure that allows Canadian media to thrive. Participating agencies have agreed to direct 25% of their media investment to Canadian media by 2025. This will be measured by Standard Media Index (SMI), which cleanses and harmonizes media investment data from the major agencies to produce trends and reporting insights about how media is purchased in Canada. Similarly, The Conseil des directeurs médias du Québec (CDMQ) and the Association of Creative Communications Agencies (A2C) published the Guide to Responsible Media Practices, which has a greater focus on defining the role of local media in relation to economic benefits, preservation of local/regional culture, and support of journalistic integrity. The guidelines also suggest the use of a Local Media Index (LMI) to identify the percentage of media invested in across Canada and specifically in Quebec. In addition, the notion of auditing the digital/programmatic supply chain for how ad dollars are spent is very similar if not directly connected to supply path optimization. This is a process necessary for carbon footprint reduction for accessing Canadian ad opportunities with efficiency. Overall, there is an increasing demand for transparency by brands to know how much of their ad investment reaches Canadian media owners. These efforts show a promising future where Canadian media can thrive with transparency, and the value of local media investment is fully realized.

While many of these initiatives have focused on individual accountability, we now have an opportunity to shift toward working together to achieve shared goals within the larger advertising landscape.

Often, emphasis has been placed on media buyers to make decisions on what to buy without necessarily collaborating with the media owners or technologies necessary to realize those partnerships. However, it is vital to acknowledge the necessity of collaboration for these initiatives’ success. For collaborative efforts to succeed, greater emphasis must be placed on establishing trust first. 

In Canada, media owners have focused on selling advertising based on unique capabilities or simply differentiating themselves from their competitors. However, we can accelerate progress faster by bringing media buyers and sellers together to use technology that demonstrates the journey a brand’s customer takes across the Canadian media landscape. In doing so, we can see the value each media owner contributes to the social value of a brand while understanding the environmental impact produced from each touchpoint in that journey. Although this may seem overly optimistic, it is founded on the hope that we can have a more responsible media ecosystem in Canada – one that accounts for the contribution of all parties in that change. By recognizing that solving these problems lies beyond the efforts of individual media buyers, we can overcome the limitations posed by taking a competitive approach to this change. To ensure a sustained positive impact and mitigate the risk of losing momentum, we must place value on collaboration and begin working together.

Jot it down and just do it

What the July 2023 Globe Insiders Finance Study tells us about readers’ spending habits

Recently, Globe Insiders conducted a survey to better understand the financial plans of our readers for the second half of 2023. The survey consisted of 1,529 respondents, one third of whom own more than $1 million in investable assets, and 16% of those who have between $500,000 – $1 million in worth. The survey delves into various aspects of their financial lives including investment habits, preferred investment partners, satisfaction with financial institutions, response to financial advertisements, their preferred spending categories, and desired financial topics for learning. Here’s an overview of some of the key findings: 

Spending priorities 

Compared to the first half of 2023, 51% of Globe readers plan to maintain their current level of spending while 24% are looking to increase their expenditure on discretionary purchases. These purchases primarily revolve around dining, traveling, diverse forms of entertainment, and spending on apparel. For the second half of 2023, readers top spending categories were vacation and holidays (59%), clothing or footwear (37%), concerts/theater tickets (32%), home renovation (25%), and home décor/furnishings at (16%).  

For investments, 60% of respondents say they plan to invest the same amount, while 15% say they plan to invest more than they did in the first half of 2023. However, most Globe readers are looking to change the company they invest with to focus more on finding an institution that offers better customer service (51%) and higher returns on their investments (53%).  

Financial interests  

When asked what topics Globe readers want to learn more about, many claimed they’re interested in learning more about tax strategies (52%) and retirement benefits (36%). Some mentioned an increased analysis of Canadian and US stocks and sectors (36%) along with RRIF (Registered Retirement Income Fund) investments (33%). Some other notable topics mentioned were cryptocurrencies, wills and trusts, AI, and green investing.  

Knowledge sourcing 

Most Globe readers rely on newspapers as their go-to source for managing their finances. This includes both digital newspapers (52%) and print papers (46%), while a significant portion of readers also turn to online websites (49%) for financial guidance. In contrast, rarely are individuals now turning to books (12%), television (13%), or radio (7%) for their financial information.  

Responses to advertisements 

48% of readers said they will take some form of action after seeing a financial advertisement online.  The ways in which they act after seeing an ad varies, such as searching the brand or service online (32%), directly visiting the company’s website to learn more (24%) or discussing the brand or service with others (15%).   

 For more information on this study, contact Andrew Consky, Head of Research and Media Insights at The Globe and Mail: aconsky@globeandmail.com.  

Earth Day

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This special feature will be Celebrating 55 Years of Environmental Progress & Canadian sustainability leadership

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