Uncategorized

July 30 2025

Cannes Lions 2025: How Can You Build a Big Brand from Lots of Littles?

Advertising has entered a new era – but not just an era of artificial intelligence, data-backed strategy, or user-generated content – it’s also an era of fragmented creative channels. Instead of the traditional media landscape, where TV is the primary media channel, today’s marketing is spread across digital video, paid social, and many others.

It’s Time to Embrace Fragmented Media

Grace Kite, Founder of the UK research firm Magic Numbers, now Vice President of Analytic Partners, explained it this way: “TV was always top of the pile, but it’s not anymore.” A 2025 study by Analytic Partners found that channels such as digital display and paid social are becoming more effective than television.

Kite claimed that if marketers lean into media fragmentation, they’ll get more exposure and more sales. A 2025 study by Havas and Lumen offered evidence that “seeing lots of ads is a perfectly good substitute for lack of attention to any one ad.” In the study, multiple exposures to 2-second ads resulted in greater brand awareness than fewer exposures to 5-second ads. That means that marketers can leverage “small” media for big brand growth.

Grace Kite, Vice President, Analytic Partners

This approach also increases sales. A study from Meta found that brands get 21% more sales from “aggregate” advertising exposures than from “continuous” advertising exposures. And another study from Analytic Partners showed that when advertising spend was spread over 5 channels, it drove 70% more sales than when concentrated on just one channel.

Kite’s research proves that brands can leverage fragmentation by spreading their spend across channels and targeting multiple small advertising exposures. Kite calls this the “lots of littles” approach.

Creativity in a Fragmented Media Landscape

The “lots of littles” approach doesn’t just apply to the media team, but also the creative team. The Vice President of Brand Strategy at Jellyfish, Tom Roach, explained how algorithms are changing the way we approach advertising. The traditional advertising principles – singularity, consistency, and repetition – are becoming increasingly at odds with what the social media platforms are looking for: multiplicity, novelty, and freshness.

Tom Roach, Vice President, Brand Strategy, Jellyfish

Roach emphasized that creative is much more effective when it’s optimized for each channel. A study by Analytic Partner found that when creative appears in the right context, it increases ROI by 20%–150%. And even though the rewards are high, according to CreativeX, 50% of media budgets are put behind ads that are not fit for their respective platforms.

Big is a Collection of Smalls

Roach also explained that marketers need to embrace “imaginative repetition.” The idea that modern advertising should be creatively reproduced over hundreds of executions.

For Jennifer Healan, Marketing Vice President at McDonald’s, that meant leveraging unexpected creative channels. When the McDonald’s team learned that anime TV shows had created spoof versions of the QSR chain, they decided to embrace the trend. The anime-inspired campaign, WcDonald’s, leveraged this real consumer subculture and created hundreds of channel-specific executions like custom-designed packaging, episodic social content, and even crew member T-shirts.

Jennifer Healan, Vice President, US Marketing, Brand, Content and Culture, McDonald’s USA

To conclude, Healan encapsulated the approach in just one sentence: “Big is a collection of smalls.”

Key Takeaways:

Embracing fragmented media leads to better brand growth.
Spreading advertising spend over several channels boosts sales.
Marketers must leverage media channels that are attuned to their audience.

IG: @GlobeMediaGroup
X: @CannesLionsCAN
Hashtag: #CannesLions2025
LinkedIn: www.linkedin.com/company/globemediagroup

July 30 2025

Vision with Impact: How Marketing Duo Earned Shortlisted Recognition at Cannes

Globe Media Group Uncategorized

The adrenaline. The deadline. The brief that changed everything. Canadian Young Lions teammates Suzanne Liu, from Uber and Arielle Uwonkunda, from Molson Coors Beverage Company, took on the world’s best at Cannes – competing head-to-head in the global Young Lions Marketers competition. Their powerful brand strategy concept for The Braille Institute earned them a coveted shortlist from the global jury, marking a standout moment on the international stage.

With over 450 competitors from 67 countries across seven categories, this year’s competition was one of the most competitive to date.

Marketing Chair of the Canadian qualifying competition, Susan Irving – also a Canadian Cannes Lions Advisory Board Member and Chief Marketing Officer at Kruger Products Inc. – was in Cannes both professionally and personally. She took part in the Brand Innovators Marketing Leadership Summit, speaking at the “Commanding the C-Suite: Women at the Forefront” session. But she was also there in another meaningful role: as coach and cheerleader for Suzanne and Arielle. Together, they reflected on the experience and what it means to be recognized on the global stage.

Before we dive into your journey, let’s begin with a quick intro. Could you both start by introducing yourselves?

Sure, I’m Suzanne Liu and I’m a Senior Partner Manager at Uber, where I bring a unique blend of sales acumen and a passion for marketing. Although my career has been primarily in sales, that passion is what fueled me, and ultimately led me to compete in the Canadian Young Lions Marketers qualifying competition. I built my foundation with a marketing degree from UBC and gained deep brand and consumer exposure through previous roles at L’Oréal and PepsiCo.

Hi, I’m Arielle Uwonkunda, a Rwando-Canadian marketing leader with a body of work spanning four continents. At Molson Coors, I lead award-winning innovation and campaigns across beer and cider, blending cultural fluency with emotional precision and commercial clarity. I’m known for instinctive leadership and creative discipline, and I build ideas rooted in deep human behaviors category trends. I believe storytelling is an act of courage and collaboration, and I use my voice to shape culture, empower teams, and unlock bold, purpose-driven work that truly resonates.

Let’s start with that pivotal moment – when you first saw the brief. What was your gut reaction? Did it spark excitement, raise questions, or maybe even a little apprehension?

SL: My initial reaction to the Cannes brief was a strong sense of familiarity. There were striking parallels between this global challenge and the case we tackled in Canada, both centering on a non-profit in the health sector. The core objectives – driving awareness, educating the public, and dismantling stigma to seeking help – resonated deeply. This thematic consistency and the prevalence of universal human truths across both cases immediately sparked excitement. I was eager to apply our strategic thinking in this new context and explore how our ideas could resonate on the global stage.

AU: I felt a mix of excitement and responsibility. The brief asked us to reframe how people see something that’s often ignored until it’s too late: early-stage vision loss. That emotional tension, of not dealing with something until we have no choice, struck me, because we all do it. I do it. Denying, avoiding, dodging what makes us uncomfortable – it couldn’t be more human. So, from the start, we knew that if we were going to solve this brief truthfully, we had to confront that pattern in ourselves. And that meant the final idea would likely test our own comfort levels just as much as the audience’s.

In the Marketers competition, the rule is to work with your own brand. What led you to choose Heineken as the foundation for your strategy –  and what unique opportunity did that unlock?

SL: During our ideation process we explored numerous brands from our respective portfolios. As we began to crystallize the high-level framework of our “big idea,” several brands emerged as potential fits. Ultimately, Heineken distinguished itself with the strongest brand identity alignment for our concept. This strategic choice was pivotal because it immediately unlocked efficiencies: Heineken’s established partnerships and robust media channels provided a ready-made ecosystem, allowing us to rapidly flesh out the tactical details of our idea rather than building from scratch. This existing infrastructure was an asset in a time-constrained environment.

AU: We chose Heineken because it had the global tone and equity to carry this idea with credibility. Its platform, “Refresh Your Perspective,” isn’t just a line, it’s a mindset. Heineken has a history of leaning into uncomfortable conversations with empathy and restraint. That gave us the freedom to tackle sensitive behavior like denial, not with shame, but with clarity.

How did you balance creativity with the need to stay true to your brand’s identity and values during the competition?

SL: Our approach to balancing creativity with Heineken’s established identity involved a brand fit assessment. We ensured that every proposed campaign element felt intuitively “Heineken,” as if it were a natural extension of their current marketing efforts. This meant deeply integrating their visual identity, brand voice, and understanding of their target audience into our tactical executions. This enabled us to craft solutions that were both fresh and consistent with the brand’s overarching strategy and the brief’s objectives.

AU: We treated Heineken’s tone like a creative compass. It’s a brand that shows up with confidence, empathy, and restraint, and we knew the idea had to reflect that. So, we looked for a space where the brand’s passion point, football, could intersect with the audience’s lived experience. That’s how we landed on the Champions League.

UNBLUR THE GAME by Suzanne Liu and Arielle Uwonkunda

Can you walk us through how you arrived at your big idea? What steps did you take, and at what point during the competition did it all start to click?

SL: Our process for arriving at the “big idea” was highly structured, beginning with an independent ideation. After analyzing the brief, Arielle and I separately brainstormed problem statements paired with relevant brand solutions. When we reconvened after a few hours, we ran these ideas through the MUSCLE framework evaluation, assessing their feasibility, scalability, and potential for impact. While there were several strong contenders, the concept we ultimately pursued was the one that truly possessed a “wow” factor – that made us question its very possibility. The moment it truly “clicked” was when the legs of the idea, from strategic pillars to execution details, began to materialize, signaling its inherent robustness and potential.

AU: Our process wasn’t linear, if anything, it was intentionally messy. We had three ideas bubbling: one rooted in Heineken, one in Uber, and one hybrid. We each took time on our own to map out a full response: interpreting the brief, identifying the insight, and crafting a big idea. Then we regrouped and asked one question: “Which one makes your heart skip a beat?” It was important to us for the idea to touch a heartstring. From competing in the Canadian competition, we learned it had to be a “big idea” and it had to have “emotion.” Our campaign, “Unblur The Game,” did both. Once we agreed on it, we started solving the case, beginning with the crucial question: “Why do people put off getting help, even when their vision’s fading?” As I said earlier, the answer was denial. So we thought – what if we didn’t explain it? What if we made people feel it? That’s how the idea came: distort the game in real time, and let the world experience what millions ignore.

What was the most challenging aspect of working under a 24-hour deadline, and how did you manage to stay focused and creative throughout the process?

SL: The most challenging aspect of the 24-hour deadline was undoubtedly the physical and mental toll. Amidst the Cannes heat, compounded by jet lag and lack of sleep, maintaining clarity of thought was a battle. We managed to sustain focus and creativity by prioritizing transparent communication. We openly communicated when a break was necessary to reset, and fluidly transitioned between independent work and collaborative sessions based on what best served the task at hand. This dynamic adaptability to our individual working styles was crucial in optimizing our output during the limited time.

AU: Honestly? Doing it all in only 24 hours. In the Canadian competition, you get a few weeks across two rounds: round one is the 24-hour sprint and if you make the top five, you get about a week to build and refine a five-slide presentation and prep your pitch for the jurors. At Cannes, you do all of that in just one day. You’re locked in a room with all the other teams and only allowed to leave for your hotel. The global competition is a pressure cooker like nothing I’ve experienced. By hour 18 we’d had no sleep, barely any food, and I hit a wall. I told Suzanne I needed to shut down for a bit and she, being the absolute rock she is, said, “Go. I’ve got you.” Three hours later, I was back and the creativity started to flow again. That moment of trust was a turning point in not only our teamwork but our lifelong friendship. The result, I think, is one of the best works of our careers. And I’d do it all again in a heartbeat.

What was it like presenting your idea to the global jury? How did you tackle the presentation?

SL: Presenting to the global jury was an incredibly engaging and enjoyable experience. The setting was more intimate than the Canadian competition, with a smaller panel of five highly attentive jurors, which eased any initial nerves. Their active engagement throughout our presentation created a dynamic exchange, making the time fly by. Our strategy for the presentation was to craft a compelling narrative that served as the foundational thread of our entire submission. We then layered in the tactical and execution details, ensuring a holistic and persuasive articulation of our “big idea.”

AU: The setup mirrored the Canada qualifying competition closely – five minutes for the jury presentation and five for Q&A. Suzanne and I split the presentation just like we did in the Canadian competition, where I covered the upfront, intro, insight, audience, and strategy, and she brought the idea to life with execution and impact. The main difference was that no animations were allowed, and we couldn’t click through our own deck, so we had to be even more intentional with how we told the story. But honestly, the format is truly secondary to the content.

What feedback or insight from the jury resonated with you the most –  and how do you see it influencing your future approach as a marketer?

SL: The most profound insight from the jury room that resonated revolved around the power of empathy and simplicity. The jury lead specifically highlighted how the winning campaign was masterfully crafted with humanity and empathy at its core. In an era increasingly shaped by technology and AI-driven decision-making, this serves as a reminder that genuine human emotions remain the most powerful motivators for behavioral change. This insight reinforces my belief that future marketing endeavors must prioritize deeply understanding and connecting with the human experience, building campaigns that not only inform but also genuinely move and inspire.

AU: Suhayl Limbada, the CMO of KFC Thailand, gave us feedback I’ll never forget. He said: “You had the strongest insight, the boldest idea, and the most powerful start. Where you fell short was in being too inclusive.” He was right. The brief specifically asked us to target 50+ individuals who were avoiding help for their vision loss. Hijacking the Champions League, as brave as it was, was too broad since the game’s audience spans generations. He challenged us to find a way to focus our idea more clearly on the specific lives we were trying to impact. That feedback was incredibly helpful to me. Not just in understanding why we didn’t win gold, but in shaping how I now approach creative. When I’m presented with a BIG idea, my first instinct is now: “Are we just being bold, or are we being precise and actually impactful?”

You won Gold in Canada and earned a Shortlist at Cannes – the world’s largest gathering of creative talent. What part of your Young Lions experience left the most lasting impression on you – and why?

SL: The most lasting impression from my Cannes Young Lions experience was a deep appreciation for the boundless nature of human creativity and diversity in thought, a value also championed at Uber (“Great Minds Don’t Think Alike”). Seeing the breadth of innovation, particularly other winning Young Lions submissions, often left me thinking, “I never would have thought of that.” It truly underscored how even within the same industry or business problem, individual interpretations and proposed solutions can be varied. This experience significantly deepened my respect for the creative field and the power of varied perspectives to generate groundbreaking ideas.

AU: Where do I even start? To this day, I still can’t believe the last few months really happened. Cannes was more than just a competition for me. It was a mirror. A mentor. A masterclass. At such an early point in my career, I got to learn from and be in the orbit of some of our industry’s greatest minds. But more than that, Cannes helped me find my voice. For years, I’ve felt caught between two styles of storytelling: the deeply emotional, often poetic way I’m drawn to, and the hyper-rational, sometimes clinical tone we default to in marketing. Cannes reminded me that storytelling is an act of agency. Sometimes even defiance. It’s our chance to show what we believe is true, not just what the data tells us it should be. That creative freedom, that courage to speak emotionally, truthfully, and with respect for what’s often ignored, that’s the gift Cannes gave me. And I’ll never stop being grateful for it.

Based on everything you’ve experienced, why would you encourage other marketers to take the leap and enter the Young Lions competition? What makes it worth it?

SL: I encourage other marketers to embrace the Young Lions competition because it is a transformative experience unlike any other. The competition itself is designed to push you beyond your comfort zone, challenging your critical thinking and creative boundaries. It provides a safe space for creativity, imagination, and allows you to integrate insights from both your professional and personal life. Beyond the challenge, the opportunity to connect with other like-minded individuals is truly the “cherry on top.” Meeting the cohort of Canadian Young Lions competitors and seeing the talented submissions across all categories was truly inspiring.

AU: Because it stretches you. It sharpens you. It humbles and emboldens you all at once. Yes, it pushes your creative limits, but more importantly, it gives you access to a community of world-class marketers and creatives who will shape how you think and feel for years to come. And if you’re lucky, it might do for you what it did for me: unlock parts of yourself you didn’t even know were waiting. So lean in. Embrace the chaos. Break what’s safe. And if you need support, at the start, in the middle, or on the other side, just know we’re just one LinkedIn DM away.

The Marketers category in the Canadian Young Lions Competition is proudly sponsored by Interac.

Susan Irving, Chief Marketing Officer, Kruger Products L.P., Canadian Cannes Lions Advisory Board Member

Susan is an industry leader with a passion for brands and a reputation for delivering business results through strategic integrated marketing campaigns. As Chief Marketing Officer for Kruger Products L.P., she is responsible for leading the marketing team to set the vision, strategic direction, and drive business performance for all Kruger Products brands and marketing activities in Canada and the United States. She is also a key member of the Company’s Executive Team. She is an award-winning marketer with accolades including CMAs, Cassies, Cannes Lions, Effies, The Bessies, Clios, Media Innovation Awards and Canadian New Media Awards. She was also among Marketing Magazine’s prestigious Top 30 under 30, named Canada’s Strategy Magazine 2020 Marketer of the Year and the Canadian Marketing Association 2021 Marketer of the Year. She’s passionate about building high-performing teams and delivering insight-driven work.

IG: @GlobeMediaGroup
X: @CannesLionsCAN
Hashtag: #CannesLions2025
LinkedIn: www.linkedin.com/company/globemediagroup

July 16 2025

News Beach: How Journalism Showed up at Cannes Lions 2025

Globe Media Group Cannes Lions, Highlight, Uncategorized

This year, the Croisette should have been rebranded to News Beach.

It’s one of the many signs of news media’s significant and growing presence at Cannes Lions 2025. Across multiple sessions – from the Wall Street Journal House and Google Beach to Stagwell Sport Beach – journalism emerged as a powerful theme. Not just in panels by publishers and platforms, but in conversations that spanned brand trust, AI, and the future of creativity itself.

Amid growing misinformation, polarization, and eroding institutional trust, credible journalism isn’t just surviving – it’s proving its enduring value as a cultural and commercial anchor.

As Shannon Lewis, CMDC President and a member of the Canadian Cannes Lions Advisory Board, observed in her Cannes Lions Lions 2025 wrap up report titled Creativity, Leadership & What’s Next, news fuels democracy, and trusted brands are proving its power in today’s complex media marketplace. It’s not just another media channel; it’s a cultural cornerstone where thoughtful, engaged audiences come together.

Watch three standout sessions from the Croisette below, each reframing news media’s role in marketing today – complete with key takeaways.

1. Future of News: Why News Junkies Are the Real MVPs (Stagwell Sport Beach)

A data-backed call to rethink news as an advertising channel, featuring leaders from Stagwell, WSJ, NYT, USA Today, The Trade Desk, and JPMorgan Chase.

Key Takeaway: Smart Business, Not Charity: Rethinking journalism as a strategic channel

This session underscored that investing in news isn’t a charitable choice – it’s smart business. New Stagwell research showed that 90% of CEOs are news junkies, checking headlines multiple times daily, and 87% see news as a strategic channel to reach decision-makers. Speakers challenged brand safety biases that sideline news, arguing that premium journalism offers the same engaged, high-value audiences as sports and entertainment. AI was framed as an enabler, unlocking hyper-personalised content while preserving journalism’s fundamentally human mission: truth, expertise, and storytelling that shapes society. The clear call: brands need more conviction in where they show up – and news deserves a seat at the table.

2. Is Journalism Bad For The New York Times’ Business? (Google Beach x Semafor)

NYT CEO Meredith Kopit Levien on why tough journalism and diversified products are a winning formula.

Key Takeaway: More Than Headlines: Tough journalism is a winning formula

In a candid fireside chat, Levien rejected the notion that adversarial journalism undermines business success. Holding power to account is core to the NYT mission – and its relevance. The Times’ growth strategy lies in surrounding its journalism with habit-building products like games, cooking, and sports, while acquisitions like The Athletic and Wordle broaden reach and deepen loyalty. Levien framed AI as both an operational tool and an IP battleground, calling for fair value exchange with platforms. Her perspective was clear: in an era of fleeting attention, journalism worth paying for – rooted in truth, independence, and human judgment – remains a timeless competitive advantage.

3. Hard Truths, Real Results: How News Unlocks Advertising ROI (Wall Street Journal House)

PHOTOGRAPH BY MAURIZIO MARTORANA FOR THE WALL STREET JOURNAL

A sharp discussion on why advertising in news drives results and brand trust.

Key Takeaway: Trust Pays: Advertising in news is driving real ROI

Amid caution and brand safety debates, this session reframed news as a high-performance environment. New data revealed 86% of CEOs believe brands should advertise alongside credible journalism, and 69% think brand safety concerns are overapplied. Speakers urged marketers to move beyond “magpie marketing” – flocking to the same frictionless platforms – and show up where influence, trust, and cultural relevance converge. As Mark Penn said, “News deserves the same footing as sports and entertainment.” The takeaway: credible news environments aren’t just brand-safe – they’re brand-building.

Final Reflection

This year at Cannes Lions, journalism asserted itself as a modern cultural anchor and strategic business decision. With publishers doubling down on premium journalism, audience-first storytelling, and creative formats, news is enduring as an essential advertising channel. For marketers, the message was clear: ignoring news means ignoring your most engaged, influential audiences.

Reporting Marcin Zerek, Head of Trade Marketing, The Globe and Mail and Canadian Cannes Advisory Board member

Dedicated to fostering creativity and innovation in the marketing industry, Marcin leads the representation of the Cannes Lions International Festival of Creativity in Canada, driving strategic initiatives that support the growth and recognition of Canadian talent and creativity. With a strong blend of strategic vision, creative expertise, and a passion for driving positive change, he continues to make significant contributions to the marketing landscape, both within The Globe and beyond.

HEADER PHOTO: Stagwell’s SPORT BEACH

IG: @GlobeMediaGroup
X: @CannesLionsCAN
Hashtag: #CannesLions2025
LinkedIn: www.linkedin.com/company/globemediagroup

June 3 2025

Cannes Lions Young Lions Competitions 2025: Two Canadian Industry Leaders Join the Jury

Globe Media Group Cannes Lions, Highlight, Uncategorized

With just one week until the competitions begin, Cannes Lions has unveiled the 2025 Young Lions Competitions Jury. As Canada’s official representative for the Cannes Lions International Festival of Creativity, The Globe and Mail is proud to announce that two esteemed Canadian creatives will be judging this year’s global Young Lions competitions.

Canada’s 2025 Young Lions Jurors are:

Print: Athina Afton Laljee | Creative Director | McCann

Digital: Alexis Bronstorph | Chief Creative Officer | No Fixed Address

: Athina Afton Laljee - Creative Director, McCann

: Alexis Bronstorph - Chief Creative Officer, No Fixed Address

Since 2007, The Globe and Mail has hosted the Canadian Young Lions competition, modeled after the prestigious Cannes Young Lions Competition. Canada continues to excel on the global stage, ranking fifth worldwide in Young Lions medals won.

This year saw a record-breaking 784 individuals compete in the Canadian Young Lions competitions – an increase of 5% from last year – across seven categories: Marketers, Media, PR, Design, Print, Film and Digital – 42 teams for Design, 62 teams for Digital, 18 teams for Film, 26 teams for Marketers, 184 teams for Media, 56 teams for Print and 30 teams for PR. 

Notably, this year’s shortlist features participants from coast to coast, marking one of the most regionally diverse cohorts the competition has seen to date. Both the Design and PR categories are new to Canada this year, with PR proudly sponsored by Edelman Canada.   

As the competition sponsor, The Globe and Mail is sending 14 Canadian teams to compete on the global stage, covering registration fees, delegate passes to the Cannes Lions Festival of Creativity, flights, and accommodations.

Meet the 2025 Canadian Young Lions delegates here.

About the Young Lions Competition

The Globe and Mail has been the official Canadian representative of the Cannes Lions International Festival of Creativity since 2005, and has hosted the Canadian Young Lions competitions since 2007.

Strategy Magazine, Association of Canadian Advertisers (ACA) and The Canadian Media Directors’ Council (CMDC), support the competition as Canadian program partners. Snap Inc. is a sponsor of the 2025 Media category. Edelman Canada is a sponsor of the 2025 PR category. Interac is a sponsor of the 2025 Marketers category.

IG: @GlobeMediaGroup
X: @CannesLionsCAN
Hashtag: #YoungLions2025
LinkedIn: www.linkedin.com/company/globemediagroup 

For more information about this year’s Young Lions Competition, visit globeandmailyounglions.ca. To learn more about The Cannes Lions Program in Canada, visit globemediagroup.ca/cannes-lions/.

About The Cannes Lions International Festival of Creativity

Cannes Lions International Festival of Creativity, also known as Cannes Lions, is the world’s leading celebration of creativity in communications and encompasses Lions Health, Lions Innovation and Lions Entertainment. Founded in 1954, the Festival takes place every June in Cannes, France. As the most prestigious international annual advertising and communications awards, entries from all over the world are showcased and judged at the Festival.

www.lionscreativity.com

About The Globe and Mail

The Globe and Mail is Canada’s foremost news media company, leading the national discussion and causing policy change through brave and independent journalism since 1844. With our award-winning coverage of business, politics and national affairs, The Globe and Mail newspaper reaches 6.1 million readers every week in our print or digital formats, and Report on Business magazine reaches 2.8 million readers in print and digital every issue. Our investment in innovative data science means that as the world continues to change, so does The Globe. The Globe and Mail is owned by Woodbridge, the investment arm of the Thomson family.

www.theglobeandmail.com

About Globe Media Group

Globe Media Group is a media and marketing company that empowers advertisers with solutions and content to influence ambitious Canadians. As the advertising arm of The Globe and Mail, Globe Media Group’s offerings are end-to-end across multiple platforms, including digital, video, podcasts, app, newspaper and magazines, as well as custom content and special events. Globe Media Group provides unparalleled access to influential audiences within trusted, premium environments, reaching 20 million monthly unique visitors through Globe Alliance—a premium digital network of the world’s best news, business and lifestyle sites. Globe Media Group also connects advertisers to 6.1 million weekly readers of The Globe and Mail, Canada’s most trusted news source. Each day, The Globe engages Canadians with award-winning coverage and analysis of news, politics, business and lifestyle topics. 

globemediagroup.ca

For more information, please contact:

Marcin Zerek
Head of Trade Marketing
The Globe and Mail
mzerek@globeandmail.com

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May 13 2025

Celebrating Year Two of CNN in Globe Alliance

Globe Media Group Around The Globe, Highlight, Uncategorized

Now in its second year, the partnership between CNN and Globe Media Group continues to offer Canadian advertisers unparalleled access to influential audiences. As CNN’s exclusive digital representative in Canada, The Globe and Mail brings one of the world’s most respected media brands into Globe Alliance – our premium digital media network of news, business, and lifestyle sites.

This collaboration has expanded opportunities for marketers to connect with engaged Canadian consumers through CNN’s digital and video inventory, backed by strategic targeting, contextual alignment, and brand-suitable environments.

“This partnership is grounded in a shared mission to quality journalism and smart, impactful storytelling,” said Tracy Day, Managing Director of Creative Studio and Ad Innovation at The Globe and Mail. “In its second year, it’s continuing to deliver real value for Canadian advertisers who want to show up in environments their audiences trust.”

To celebrate the continued momentum of this partnership, CNN and The Globe and Mail recently hosted a private VIP dinner at Nobu Toronto. The evening brought together senior marketers and business leaders for an intimate, off-the-record discussion between two of North America’s leading political minds: The Globe and Mail’s Andrew Coyne and CNN’s John King.

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The discussion tackled the year ahead – from U.S.-Canada relations and global power dynamics, to the economic, technological, and societal shifts shaping 2025. Set against a backdrop of rising misinformation and media fragmentation, the evening reinforced the value of trusted journalism – not just for citizens, but for brands seeking credibility and meaningful engagement.

Recent Canadian research also supports this idea: The Trust Premium: Why Trusted News Environments Boost Brand Impact highlights how advertising in credible, high-quality news settings leads to stronger attention, deeper engagement, and greater brand lift – evidence of the lasting impact of premium media alignment.

“We’re seeing great momentum and appetite from brands to be alongside premium, quality journalism and reaching audiences at scale.  This partnership with Globe Media Group goes from strength to strength and, as we embark on the second year, we’re excited to grow our offering for advertising partners across the vast digital inventory.” Rob Bradley, SVP of Digital Revenue, Strategy, and Operations at CNN.

At Globe Media Group, we believe where your message appears matters. With CNN as a key partner in Globe Alliance, we’re delivering premium opportunities that connect brands with ambitious, influential audiences across Canada.

Learn more about Globe Alliance here.

May 6 2025

From Readers to Riders: A New Era in Ad Measurement

Globe Media Group Uncategorized

While cookie-based measurement remains prominent in the industry, advanced data capabilities are enabling advertisers and publishers to connect real people to real business outcomes without relying on the proxy signals used by 3^rd party cookies and modelled conversions.

Globe Media Group partnered with VIA Rail, Touché!, and Optable on this execution, which matched Globe and Mail readers exposed to VIA Rail ads on The Globe to VIA Rail ticket purchasers. The partnership aimed to measure The Globe’s contribution to ticket sales using an entirely new methodology.

This innovative strategy of measuring success is monumental in shifting how the industry approaches measurement. Signal loss is an increasingly difficult problem to solve, and this represents a significant step forward.

Breaking ground

The approach leveraged Optable’s cleanroom technology with outstanding results, including a 20% lift in ticket sales, proven through matching ad-exposed Globe users to ticket purchasers.

The campaign effectively showcased a direct connection between ad exposure and tangible business outcomes, demonstrating the next chapter in ad measurement capabilities.

Privacy-first data power

At the heart of this innovation is the strategy to define measurement and utilize Optable’s cleanroom technology, a decentralized data ecosystem that facilitates collaboration around first-party data without compromising user privacy.

This combined approach delivers:

Direct sales contribution in a privacy-compliant environment
A reliable privacy-preserving platform for collaboration between parties
A measurement framework that allows for standards without relying on third-party cookie attribution

Setting the industry standard

The campaign established a blueprint for how advertisers, publishers, and agencies can work together in the post-cookie era, proving that user privacy and concrete results aren’t mutually exclusive.

This partnership offers an exciting vision for marketers across industries to maintain standards for success measurement.

To learn more about how Optable’s technology can help your business, visit the case study.

April 14 2025

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

Globe Media Group Uncategorized

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.

April 14 2025

Data merchants and the transformation of audience targeting

Globe Media Group Highlight, Marketing Insights, Uncategorized

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.

March 28 2025

The Trust Premium – Why Trusted News Environments Boost Brand Impact

Globe Media Group Highlight, Marketing Insights, Uncategorized

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.

March 18 2025

Employee recognition matters in a hybrid work environment

ICA Marketing Insights, Report on Marketing, Uncategorized Report on Marketing, ROM

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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Uncategorized

It’s Time to Embrace Fragmented Media

Creativity in a Fragmented Media Landscape

Big is a Collection of Smalls

1. Future of News: Why News Junkies Are the Real MVPs (Stagwell Sport Beach)

2. Is Journalism Bad For The New York Times’ Business? (Google Beach x Semafor)

3. Hard Truths, Real Results: How News Unlocks Advertising ROI (Wall Street Journal House)

PHOTOGRAPH BY MAURIZIO MARTORANA FOR THE WALL STREET JOURNAL

Final Reflection

Breaking ground

Privacy-first data power

Setting the industry standard

Key Findings: Why Trust Matters for Advertisers

What This Means for Marketers

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

Consistency is Key

Small Gesture, Big Impact

How to Facilitate Recognition in a Hybrid Workplace