GROWTH - 2019 THE ISSUE - NET
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ISSUE 13
2019
THE THOUGHT
LEADERS IN MEDIA
THE
GROWTH
ISSUE
GLOBAL WINS GROUP GAINS ANYTHING’S
STEPHEN ALLAN ON HELEN BROWN POSSIBLE
WHEN AND WHERE ON BUILDING HIGH ADIDAS ON
TO INVEST PERFORMING TEAMS ACHIEVING GROWTH
WELCOME
Finding growth
G
rowth is what all pages, Liam Brennan considers how
brands want but structured innovation can help bring
today it seems like new ideas and technology into the
it’s harder than company (p39), while Misha Sher
ever to find. The explores the growing appeal of eSports
global economy is stalling, and many – a new opportunity that brands
advanced nations are experiencing are starting to invest in (p44) – and
some of their lowest growth in dec- Ana Thorsdottir explains how social
ades. Even China is slowing down. influencers are transforming product
The World Bank predicts that growth recommendations in India (p47).
in this market will only hit 6.2% in It’s certainly true that growth can
2019 – China’s worst performance in lie in the new and familiar but this
28 years. issue also highlights the opportuni-
Many consumers have responded ties that arise from taking a smarter
to the gloomy outlook by cutting approach to the work we already do,
spending, and that’s bad news for whether that’s making sure content
Stephen Allan
brands at a time when many are for social media is designed for the
Worldwide Chairman & CEO,
already struggling with media frag- platform on which it appears (p56),
MediaCom
mentation and the challenges of digi- or targeting TV spend smarter using
tal disruption. And yet, there are still new forms of data (p26).
ways to ensure brand growth… you Times may be challenging but
just have to know where to find them. that doesn’t mean that growth can’t
In this issue of BLINK, we do be found. This issue of BLINK is
exactly that, celebrating companies filled with advice that can be applied
such as Tesco, Snickers and Shell to every business, well beyond the
and the new approaches we have traditional limits of marketing and
executed on their behalves to help media. That’s because a key part
create growth. of the growth story in 2019 will
MediaCom Global We look at how brands grow involve smashing down siloes and
124 Theobalds Road (p6), examine when and where they refusing to regard tradition as a rea-
London, WC1X 8RX should invest (p4), and highlight son for inaction.
+44 (0)20 7158 5500 why everyone needs to work harder I hope you find our thoughts inter-
mediacom.com
to understand the barriers facing their esting and useful.
brands before they press go on any
facebook.com/mediacomglobalnews
campaign (p15). Regards,
twitter.com/mediacomglobal Today’s challenges also encour-
linkedin.com/company/mediacom age us to dare to be different. In these Steve
GLOB
EUROPE CONTENTS
04 Invest in your brand 29 Turning agility
Aarhus
if you want to survive into growth
Amsterdam
the next recession A structured approach
Athens uncovers new opportunities
Why pulling marketing
Barcelona budgets is counterproductive
Belgrade 31 Brand Stories
Berlin 06 How brands grow Tesco
Birmingham Three MediaCommers join Accelerating growth
the art v science debate
Bratislava
10 Case study 32 6 ways to grow your
Brussels
Bucharest
ASIA PACIFIC Tesco brand using voice
Budapest Harness the power of the
NORTH AMERICA Copenhagen
Auckland
Bangalore
Partnering data with media
most intuitive medium
11 What media agencies
Ann Arbor
Dublin Bangkok
bring to the table 35 Case study
Duesseldorf Beijing
Chicago
Cross-category expertise is
Lo Chingón Está Aquí
Edinburgh Brisbane
Los Angeles the agency's secret weapon Celebrating Mexico’s diversity
Montreal
Florence Colombo
06 11
Gothenburg Delhi 13 Shape up for growth 36 Seize technology
New York
Toronto
Hamburg MIDDLE EAST Dhaka Why businesses need new It’s time to embrace the
Helsinki Guangzhou models and approaches to mayhem of innovation
Vancouver
Istanbul Abu Dhabi encourage consistent growth
Ho Chi Minh City
Doha 39 How structured
Kyiv
Dubai
Hong Kong 15 The barriers to innovation
Leeds Jakarta
Riyadh growth might be drives growth
Lisbon Karachi in your briefs Collaborating with start-ups
Ljubljana Kuala Lumpur To get the best results it pays can solve business challenges
London Manila to dig deep and challenge
Manchester Melbourne
17 Brand Stories 42 Want brand growth?
Milan
Moscow
AFRICA Mumbai
Seoul
Opel
Combine imagination,
speculation and data
LATIN AMERICA Munich
Cairo Shanghai
Why desirability is a KPI
44 Esports goes
Bogota
Oslo
Johannesburg Singapore 19 How to build teams
Paris Sydney mainstream
Buenos Aires
Lagos to deliver growth
Prague Taipei How can brands win with
Nairobi Personality is just as
Lima these growing audiences?
Reykjavik Tokyo important as technical skill
Tunis
Mexico City
47 Indian influencers
Riga
Miami
Rome 21 Case study
Social media content creators
Montevideo
Sarajevo Snickers Air are changing the rules
San Juan The irst hunger-free light
Soia
Santiago
Stockholm
22 Growth secrets 50 Brand Stories
Tallinn
from Latin America adidas
Tel Aviv Taking the long view
44
Converting reluctant
Vienna consumers to e-commerce
Vilnius 52 5 ways for brands
Warsaw 24 Brand Stories to succeed in social
Zagreb Shell commerce
Zurich Shiting from fuel to retail Key trends driving sales and
engagement in China
26 Targeted
56 Brains in gear
52
Byron Sharp
Bridging TV’s reach gap with Strong brands let consumers
intelligent application of data make subconscious choices
BLINK 3
came to the end of a two-year-long
piece of research examining the
performance of almost 5,000 com-
panies before, during and ater the
2008 recession. Of the thousands
of companies, 17% went bankrupt,
were acquired or went private. Of
those that survived the economic
downturn, 80% did not regain
growth to pre-recession levels,
while only 9% delivered growth.
The most interesting conclusion
from the study, however, is that
the organisations that thrived
post-recession weren’t the ones
that turned to dramatic and deep
cost-cutting.
Take Lego for example. Buying
toys is almost certainly a luxury
during times of economic strug-
gle, and you’d expect consumers
to pull back on spending. Yet, the
company saw proit growth of more
than 63% following the global
Invest in your brand if inancial crisis; a record high of
proitability. While Lego did place
focus on reducing the bottom line,
the reason behind their success
you want to survive was its expansion into the global
market. As part of a marketing
push, the toy giant looked to Asia
the next recession
and Europe to fuel growth, as the
American market stagnated, and
capitalised on these untapped
regions to fuel sales.
The importance of bolstering,
Stephen Allan, Worldwide Chairman & CEO, MediaCom or at least maintaining, marketing
expenditure during a recession is a
glaring omission from many busi-
ness strategies, even in the face of
ill there be another – business leaders tend to react in and resources from the marketing key areas: operational eiciency compelling evidence. Just ask Peter proits in the short term but, as a market, the options were far less traditional media to gain share of
W inancial crisis like
2008? Yes. It’s hard
to say when but this
the same way. They ix their eyes
on the bottom line and they slash
it; they ind the areas in the busi-
function. As a division that is dedi-
cated to creating growth and build-
ing new pipelines of proits, many
gains (aka how to do the work
smarter); market development (aka
knowing who to connect with and
Field – an industry expert who has
been researching marketing efec-
tiveness for over a decade. His 2008
result, the brand would inevitably
be weaker and much less proita-
ble post-recession. In contrast, the
mature. While digital advertising
was certainly on the rise in the
mid-2000s, it was nowhere near
voice, such precision targeting can
drive conversions and, therefore,
increase their share of market. The
is a certainty”. While Bill Gates ness where they can cut costs, and assume it is one that can aford to how to connect to them); and asset study found that cutting budget in brands that invested in marketing the level of sophistication that we trick is inding the right balance
might not have expected his words they brutally trim the fat. It’s a sur- be cut back. The opposite couldn’t development (aka understanding a downturn may help to protect to gain a larger share of voice com- are beneitting from today. between reach and precision.
uttered during a Reddit AMA last vival tactic and for good reason. be more true. consumer behaviours before and pared to their competitors were the Compared with 10 years ago, It’s important to understand
March to make headline news, fast A company that is operating on a It was Warren Buffett who during the recession). Marketing ones that saw longer-term improve- brands can now understand on that recessions are not forced
forward almost 12 months and they shoestring is better than having no said that it is “only when the tide is involved in all of them. ment in proitability. a far more granular level exactly upon us; they are created by the
are looking eerily prophetic. company at all. Yet this is almost goes out do we see who’s been When facing a recession, there The case for investing in adver- who they are looking to advertise millions of decisions being made
We don’t need to cast our gaze always a defensive strategy that swimming naked”. In my opinion will inevitably be choices to make tising and marketing in the lead up to, and what content is likely to by business and political leaders
too wide to see the global insta- aims to keep the business here and speaking from over 35 years’ about where to direct expenditure, to, during and ater a recession has inspire them to purchase. Rather the world over. So, when the next
bilities that are causing enormous tomorrow, as though looking fur- experience in the media industry, and those choices can have vastly he strategy we been made even more convincing than just buying double-page crisis knocks on our doors, we
adopt in times of
unease among business leaders. ther into the future is futile. it is the brands that have failed diferent outcomes. The strategy in recent years, thanks to the dras- spreads in national newspapers should be ready to make the deci-
Brexit, USA trade sanctions, unpre- This ‘batten down the hatches’ to maintain their presence in the we adopt in times of economic tur- tic shits we’ve experienced in the or ad spots in primetime program- sions that will help our companies
dictable markets across South approach is counter-productive, market, engaging consumers and moil can spell business success or economic turmoil media sector. In the early days ming to capture attention, busi- to weather the storm and come
Photo: Getty Images
can spell business
America and China’s economic especially when certain areas of solidifying connections with their inancial disaster. It’s interesting of the Global Financial Crisis in nesses can now add programmatic, out stronger on the other side.
slowdown are the warning signs of the business are concerned. Time audiences, that will be the ones let to note exactly what strategies will 2007, for a company that wanted targeted and addressable media to This means not simply relying on
only more volatility to come. When
faced with economic uncertainty
and time again, I’ve watched as
CMOs, CEOs and CFOs of multi-
exposed. For the organisations that
are successful post-recession, most
lead to the right outcome. In 2010,
the Harvard Business School and
success or to invest in advertising to solid-
ify its consumer base and stabi-
the mix and talk directly to indi-
vidual consumers. While brands
cost-cutting but striding into dis-
ruption to ind ways to solidify and
– or worse yet, a inancial disaster national companies pull budget of them will have focused on three the Kellogg School of Management inancial disaster lise proits in reaction to a shaky should never ignore the power of build market presence.
4 BLINK BLINK 5
MARK In the olden days the ortho-
doxy was that growing brands was GROWTH
an art – that you can’t fully deine CHRIS You’re not going to launch
the rules of how you did it. The JANE There are a hundred little a new dog food on a stage in
current orthodoxy is that it’s a sci-
ence – that there's a small number
things that drive growth. But if
there’s one thing I’ve learned it’s
Silicon Valley. MARK They say that sci-i isn’t
really about the future. It’s more
There are a It’s really fundamental. As an
industry, we talk about building
of very simple rules you have to that it doesn’t happen instantly MATT To Jane’s point growth is about particularly perceptive hundred little memory structures, but really
follow. Our starting point for this and that you have to stick at it for not instant. In the past, there was authors looking at the present, and applying it is the thing that seems
discussion is that it’s a bit more the long term if you want to gen- almost a sense of wish fulilment seeing what’s already here – what’s
things that drive to elude us.
complicated – that it’s a mixture of erate growth. about it, a sense that advertising already started – but perhaps we growth. But I've The industry is obsessed with
art and science. If there’s one thing was a kind of magic thing. haven’t all noticed yet. new things, we’re neophiles.
that you know is true about growing CHRIS What Jane said! Possibly this is all rear-view
learned that it Whereas human beings are not
brands, what is it? It’s really, really difficult. mirror thinking – the industry CHRIS If you look at something doesn't happen neophiles. We like MAYA - Most
There’s an assumption that there believing that one day the PG Tips like selies – people have been cre- Accessible Yet Advanced. We want
MATT Marketing is a risk. It’s a are all these brands that are just chimps arrived and bang! Huge ating self-portraits for a very long instantly something that feels fresh, yet is
risk investment. And to say that popping into existence and grow- success! Probably building that time, it’s just the access to the tools familiar to us at the same time. We
you can “science out” the risk of it ing exponentially almost imme- tea brand was a 50-year slog-fest and the means of distribution that want to see Churchill the Dog, but
– or scientiically predict the scale diately. But if you actually look at of distribution-building through has changed. The basic human The speaker before – who was in a new scenario. We don’t want to
of its beneit – is rubbish. But there the likes of BrewDog, Popchips or the North West Midlands before behaviour doesn’t really change; from a content research and eval- see the same Specsavers gag. We’d
are things you can do and things Fever Tree, it’s taken them years the chimps arrived. you just get a new layer on top uation company – talked about like to see it re-interpreted.
that you can learn which can to get to the point where they’ve which accelerates or accentuates something very interesting. We’re
reduce the risk. entered the public consciousness. MARK So many business books certain things. That’s what people in a business where we are elbow JANE It was Orlando Wood from
So not screwing up is some- They’ve existed for a decade, and follow the formula: Apple did X and like Gibson tell you, and that’s deep in bullshit sometimes, and System 1. It’s on the IPA website.
thing which is possible – you can it’s taken them a long time to grow. was successful. Therefore, if you do where I ind value. sometimes things that are almost That was my favourite section of
understand the things that reduce The thing that sticks out for me X you will be successful. It’s a very guaranteed to help you deliver the conference. He called them
the risk in each category. So, one is that if you are going to continu- lawed logic. But we have to learn MARK Value because we’re con- growth are ignored. “Fluent Devices”, which allow
thing we can be sure of is that mar- ally grow brands, you need to be from somewhere. Chris, you men- stantly hearing about how consum- He was talking about persistent you to link up the brand from one
keting is a risky process, but if you both a student and a teacher of the tioned the importance of continu- ers are changing but it’s helpful to creative or branding devices – that occasion of seeing it to another. It’s
do it right – if you don’t treat it as crat of it all. You need to be sure ing to learn. Where do you get these remember that the basic human could be an image like Churchill very compelling.
a simple set of rules, if you really that you know what you know – learnings from? drives stay the same. Including the the dog, a running gag like “should He talked about colour, char-
work to understand it – you can that you can explain it and share it drive for convenience. There’s a have gone to Specsavers”, or a jin- acters and jingles. We used to
improve your chances of success. – but you also need to assume that CHRIS Everywhere. Okay, one of Daniel Kahneman quote that goes gle. These are things that work over use them a lot, and even though
there will be new things to learn the places I learn from – and this – roughly – “Humans beings are to time. The speaker was saying that they work really well, we’re using
along the way, and you must be is going to sound slightly odd – is thinking, what cats are to swimming the most successful content uses them less and less. And these days
ready to learn them. iction. I like to try to understand – they can do it if they really have to, a persistent device, and the very brands might stick with an idea for
How brands grow:
Anyone who thinks they know people, and I like to try to under- but they would much prefer not to.” successful ones were the ones that a year and then change it. Orlan-
everything about growing brands stand where various people much used the device well beyond the do’s research says the exact oppo-
is living in a dream world. cleverer than me think the world MATT I actually saw Jane in the initial ad. But oten those devices site of that: keep it, and evolve it.
is going. So I’m very interested in audience while watching a movie that were so successful hardly He picked Churchill out as a great
It’s complicated!
MATT Equally, there’s this idea sci-i, and extrapolations made of [Les] Binet and [Peter] Field talk- even progressed out of the TV spot. example of that.
that you look at a success story there. If you combine that world ing about efectiveness at an IPA Even in online video, the persistent
like BrewDog, you see what has with the world of business books, conference. The camera panned device was dropped quite quickly MATT We like things to be new,
made them successful and then that can be interesting. I’ve also – along, and there was Jane looking – let alone when it got to CRM or so good stuf gets lost; and there’s
you apply it from their beer brand about 17 years too late – started lis- very engaged. email marketing. also perhaps a phenomenon that
Is growing brands an art or a science? And how do you actually do to your baby food brand. And you tening to podcasts, which is good the company lives the campaign
go, everything should be D2C and as I appear to be on one right now. day in and day out, so ater about
it? Three MediaCommers – Matt Mee, Global CSO; Jane Christian, there should be a subscription So all that together creates an inter- a year they’ll say “that’s quite tired
UK Head of Business Science, and Chris Binns, Global CSO, New model for every product. Well… esting Venn Diagram. now, let’s refresh it ” meaning that
that really depends. Yes, there are There’s a quote that’s attrib- essentially they’re bored with it,
Business Development – discussed these issues with Sunday Times probably categories of brands we uted to William Gibson – although but consumers have only seen it
journalist Mark Edwards. This (with slight edits) is what they said work with where we could trans- I’ve never found it in anything three times.
fer lessons and models and get a he has written – “The future is
sensible result. But equally, there already here it’s just not evenly MARK So how could we stop
are loads of instances where that distributed”. I’ve found in his the mad dash to do the latest
won’t work. work – and the other authors fashionable thing, and therefore
There was a phase the industry in that cyber-punk generation throwing away the stuf that’s actu-
went through when we would all sit – some interesting thoughts on ally working? ›
in meetings and go “oh if we could where the technology layers we’re
only be a bit more like Apple…” But seeing evolving now may possi-
if you’re selling dog- food, perhaps bly be going, and what that might
Illustrations Martin Azambuja that’s not that helpful. mean for brands.
6 BLINK BLINK 7
MATT It’s about building a really
comprehensive understanding of GROWTH
what works and what doesn’t work
for you in a category and building,
with your partners, an engine that MARK What factors shit the split MARK It’s scary, and also – to be I think it’s when those two CHRIS At a very simple level,
optimises and measures according away from 60/40? a bit cynical – maybe not that easy ideas can’t be held in your head brands are cultural artefacts. And
to those things. You need to play for a CMO to say ‘well, what I’ve at the same time that businesses they operate in the public con-
your own game, build your own JANE Broadly speaking, if some- done here is I’ve taken a reasona- get into diiculty. At the moment sciousness. Actually, people like
engine, understand your own thing’s easily purchased you bly successful brand and I’ve kept there’s a lot of pressure, a lot of rec- to be seen as part of a tribe, part
metrics, and then you’re captain should spend more on brand it being reasonably successful, can ommendations from consultants in of a community. If I see other peo-
of your own ship, which gives you JANE I’d be sceptical of people because activation’s easier; and somebody please give me an incred- this area, who are saying that the ple who I think are like me buying
enormous advantages; it gives you who claim they have the entire if something is generally a more ible new role on the back of that?’ answer to all of your problems is a certain brand of shoe, a certain
an advantage against the vendors answer. Anything that you read researched purchase then again They’re going to want to be able to going to be rushing down the route brand of car, a certain brand of
because they don’t know what in a book that’s a set model – you it’s more on brand, less on activa- say “I’ve done something amazing of precision targeting. No, that’s sot drink, then I am more likely
you’re optimising to, and it gives need to wonder what brand does tion. It looks a bit counterintuitive and transformational – that was going to be one of the things that to want to buy them too, and also
you an advantage against your that actually work completely for? – and it’s certainly not that simple. me, that was”. helps them. If you haven’t done I like to be seen to be buying them
competitors because they proba- Probably none. Even our friends this for a long time you don’t know by those people.
bly don’t know what they’re doing. CHRIS For all the rhetoric around 1.5% every year sustainably. So Binet and Field – who I love – MATT The simple, directional JANE Although, from a modelling that the growth thing is about The second you become more
This isn’t something that hap- data and personalisation and tar- the hyperbolic transformation have said that the idea that you principle is this: a lot of good things point of view what we measure patience, is about several things, and more fragmented and precise
pens all the time. There is more geting this is where it actually stories are all very well, but if you should be spending 60% on long- come from getting the balance that you don’t usually see is that is about holding several ideas in and acting on the things you know
complexity in terms of metrics makes a signiicant diference to want to be one of the top 25% then term brand building and 40% on between long-term and short-term just standing still takes a tremen- your head at the same time. about someone as an individual is
and more people pointing in dif- a business: where you ind the grind out 1.5% of growth every short-term activation is actually right. However because of the way dous amount of efort. We don’t the second you take that commu-
ferent directions these days than understanding that allows you to year – and you will be stellar. not that simple – it depends what the tools available to marketing pat ourselves on the back for that. CHRIS In terms of the question nal element away from advertising,
ever before. So if you’re not the create that engine – and you stick And I think again that’s a piece of sector you’re in. People get it have evolved, we’ve kind of bailed All of the potential losses that we “What do people believe that you and the second you stop building
captain of the ship then you’ll get to your guns in it. It’s important to information which probably is not wrong when they stick too closely out of the long-term one, and we’ve had to competitors we made up for know isn’t true?” then absolutely, a brand and you’re just having an
pulled all over the place, and it’s have test-and-learn experiments widely distributed. to a model. You have to think very become much more comfortable those and we grew by that 1.5% invariably disappearing down that activation conversation.
very easy to swing from one direc- around the borders of that so you carefully about what’s relevant for investing in something where we black hole of incredible precision, If you take that communal ele-
tion to another. We see this a lot. can understand where that engine MARK That’s a fact about growth your brand in your sector in your can see an immediate response – MATT We work with a retail busi- data-driven marketing (from an ment away from advertising, it may
Binary thinking – it’s all about pre- – to badly mix my metaphors – that perhaps isn’t widely known. life stage. In fact, it can be wildly as opposed to something that can ness which has millions of custom- advertising perspective, not from well work in the short term – and
cision marketing or it’s all about bleeds. I’m not a car person. Let’s flip it, what ideas about diferent in some sectors – 80/20 or feel like… well… a CMO is in their ers every day and is extremely a CRM perspective) – in our expe- there are some very successful
[Byron] Sharpian reach and scale growth that are widely held do you 50/50 or 40/60. job now for an average of two or interested in doubling the size of rience if you disappear down that short-term ROI businesses. But
– whereas the art is to understand MARK And that understanding suspect aren’t true at all? two and a half years. When does its business, but they also know hole, inevitably your brand will that’s the problem with it. But you
the balance. And you can only comes from many places, but cer- MATT The Ehrenberg-Bass Insti- an equity-led investment start to the importance of a brand – that start to fall over. are no longer building a brand.
really understand that when you tainly, Jane, from your work. But CHRIS I’ll tell you what you can tute would be sceptical of these pay back? Not in the irst year. their business success is based on The more individually precise
have your own understanding of even there, are clients looking for be sceptical about: anyone who “it all depends” answers. having a brand that is culturally MARK And presumably, as each you become, the more culturally
what works and what doesn’t for new all the time, or is it okay to say claims double-digit ROIs on any- JANE We know investment in interesting and compelling and year goes by that route is going to be invisible you are.
your brand. “we’re doing what we did before thing. Advertising is a relatively JANE But sometimes it does. brands does pay of long-term. fashionable, as well as being really more and more tempting for more
and it’s still working”. Is that a good small force in terms of business It feels like a risk while you’re good at putting the right product in and more people because they’ve This is an edited transcript from the irst
episode of Growth Hunters, a new series
MARK So you need to be open to start to a meeting? growth. Distribution growth would MATT If you suddenly go “oh doing it on your own brand; but front of you at the right time. got more and more data. So why is of MediaCom podcasts, available at
new stuf, but really clear on the have a larger efect, pricing would now I’ve just found the new Bible, the industry evidence is strong. that a black hole? www.mediacom.com/thinking
core stuf that works – and always JANE This is quite a tricky area. have a bigger efect. And that and henceforth it shall be 60/40 But you still see companies who
has worked for your brand? Everyone’s always looking for varies by category. Anyone who everywhere” it’s not helpful. In a won’t stick at it. It’s scary, right?
something new. If you tell them claims that advertising can have competitive environment knowing You don’t see the barometer move
MATT David Bowie said once “what you’re doing is spot on – transformational efects… yes, it whether it’s 60/40 or 65/35 could up immediately.
that he was surprised that people just carry on” it’s not considered can, but you’re then into the world be the thing that gets you the 1.5%
say that he’s always changing. He the best bit of research. But actu- of the Black Swan – you’re plan- of growth.
said, stylistically he changed, but ally sticking with something and ning for the unlikely.
the nature of his content – his con- waiting for it to work – that long CHRIS Way back we used to talk
cerns – had always been the same. term view of things - is deinitely about the diference between reli-
It’s like that. You can update how something we don’t see enough of. gion and philosophy – the difer-
you do things, but the thing you’re ence between diktats and things
actually doing should be the same. MATT Our friends at Kantar
Sticking with that you should explore. And the
World Panel did an analysis of something and reality is that these are all things
CPG brands. And there were lots you should explore and then
of diferences about the maxi- waiting for come to a common understand-
mum amount of penetration you it to work is ing in your organisation about
could get in any markets around what’s working for you and how
the world – but the one thing that something to deploy that over time. Anything
Matt Mee Global CSO
Jane Christian UK Head of Business Science
was consistent was that you would
be in the top quarter of all growth
we don't see that’s published in a business book
is likely to not be the exact right
Chris Binns Global CSO, New Business Development
Mark Edwards Sunday Times journalist brands if you grew between 1 and enough of answer that you need.
8 BLINK BLINK 9
CASE STUDY
Tesco – Food Love Stories
Partnering data with media to deliver a campaign personalised to food preferences
Client Tesco
Market UK
STORY
“Quality of food” is the biggest driver of
supermarket choice, but Tesco shoppers
thought they were too big to care. We needed
to tackle this (mis)perception head on,
reminding the nation of their passion for food.
While other supermarkets focused on telling
people where their food was grown, caught
or raised, Tesco sought to connect with the
nation through emotive storytelling and the
relationship we have with mealtimes.
“Food Love Stories” was born to celebrate “the
food you love to cook, for the people you love”.
At the heart of this was the most complex,
data-driven media planning that Tesco had
ever attempted, with the campaign being
centrally planned across a wide range of
paid channels, Tesco’s massive owned media
estate, its earned channels and even using its
staff as a media channel.
Econometric data helped us pick the most
effective channels. Data from Google and
Facebook helped us personalise and localise
our stories.
RESULTS
How’s this for a story? Quality scores grew
CANNES LIONS by 18% and the campaign generated millions
of pounds of additional sales, directly
attributable to media.
GRAND PRIX With scope to increase investment across
media channels used, this story isn’t ending
WINNER any time soon.
18%
AWARDS
• Cannes Media Lions 2018 | Grand Prix
• Festival of Media Global |
QUALITY SCORE Bronze: Effectiveness Award
INCREASE
10 BLINK
AGENCY
MODELS
The talent than making do with of-the-shelf
Everyone knows talent is the dif- media owner solutions.
ference between developing decent For instance, many clients
plans and brilliant ones, generic invest in Google’s very good pro-
insights and transformative ones. grammatic ad tech, but media
When it comes to media talent, the agency experience is needed to
signiicant majority of an increas- ensure it reaches its full poten-
ingly diverse workforce with a tial. As an example, removing
broad perspective is concentrated the of-the-shelf dynamic crea-
in agencies. tive partner and instead using an
Our superior ability to truly agency in-house programmatic
understand a brand’s consumer creative solution has been proven
in every market globally was to improve campaign performance
summed up by brand consultant by up to 30%.
Avi Dan who recently told the Many agencies have also
It’s time for media agencies Association of National Adver-
tisers’ Masters of Marketing Con-
invested in their own tech stacks
for those clients that need one.
to recognise the beneits
ference that he “hadn’t seen one And even where they don’t, we
brand-building campaign that can enhance performance by
came from an in-house agency.” plugging any gaps, being additive
they bring to the table
not replicative.
The knowledge Recent research by Exchange-
The agency model is powered by Wire and ad-tech provider Ipon-
local market understanding. How- web reveals that such investment
The data and tech
We should celebrate the advantages the media agency ever, the real magic happens when
this is married with the unparal- Agencies have proven time and
programmatic, AI and AR? Many
clients who laud their in-house
supports superior measure-
ments as well as fostering better
model continues to provide to advertisers, says leled category knowledge of thou- again that they can adapt to the solutions are actually resourcing relationships with media owners
sands of global agency experts. changing industry landscape and them via white-labelled program- and brands.
Toby Jenner, Worldwide COO at MediaCom A connected network with the client needs when new technol- matic businesses. In summary, smart media agen-
ability to share and reapply knowl- ogies become business critical. The debate is surely not whether cies realise they are increasingly
edge across markets to fuel client Remember how many independent an agency should be responsible part of the solution and that mar-
growth is unbeatable. For now and search, social and mobile agencies for leveraging multiple channels keting is a team job — but wasn’t it
elieve what you read: the huge advantages they deliver Of course, agencies need to the foreseeable future, these capa- there used to be? Those are now and platforms to drive increased always? It will potentially include
B The portion of the
media agency busi-
ness that doesn’t
for clients using whatever organi-
sational model they choose.
The bottom line is that a media
evolve – as do clients. On that jour-
ney and beyond, the capabilities
an agency provides will continue
bilities will always help a marketer
and their team deliver a more efec-
tive outcome. Now, more than ever,
mostly consolidated into the media
AOR, driving both increased efec-
tiveness as well as eiciencies.
sales, but who’s responsible for
the data ownership. This is fue-
ling many of the in-house conver-
in-house and external partner
expertise to create successful out-
comes for a client’s business. But
go in-house is heading straight agency will be able to make a to create and deliver signiicant in today’s biddable world where Why will it be any diferent with sations. The truth is clients should the intelligence brought to that
to consultancies. beneicial contribution whether client growth. performance based on price is no have the best of both worlds: they team by a media agency’s diver-
A massive 74% of multina- advertisers choose to take their pro- Previously, a media agency’s longer meaningful, this is vital. can own the data but have all the sity and category expertise is as
tional clients are reviewing their grammatic capabilities in-house, biggest advantage was based The industry’s cross-cate- talent and skills that an agency vital as ever.
rosters, according to data from the either partially or completely, or around the power of aggregated gory expertise ensures agencies provides to bring it to life. Clients must decide how they
World Federation of Advertisers, whether they take full control of buying, but now that scale ensures know what constitutes success Central to this is an agency’s want to pilot their plane, but
while the IAB reports that 18% their data. Media agencies are also more talent around the world, more everywhere. At the heart of this he industry’s ability to help brands scale their ultimately, if they want the most
cross-category
of advertisers have taken pro- hugely beneicial to the communi- category and audience knowledge understanding are thousands of technology usage as well as the comfortable light, a media agency
Photo: Marvin Meyer / Unsplash
grammatic buying in-house with cations process if advertisers decide and more data and technology campaigns, ROI benchmarks and intelligence to know whether should always be part of the light
a further 47% starting down that to add more internal capability experience. We should be coni- MMM models. Clients running a expertise ensures advertisers should aggregate or deck. It’s time to celebrate the vital
agencies know
path. As always, things are never within their team for strategic plan- dent and lexible enough to play a pure in-house operation simply choose individual partners based contribution that the agency model
this binary. While such stats make ning, for example, and can dovetail key role in any client model, as we won’t have this depth of informa- on their needs. Everyday agencies can make as we look to the rest of
great headlines, agencies need to
be more conident and recognise
with this team in order to create the
most efective strategic direction.
still provide a unique set of capa-
bilities in three critical areas. ›
tion. They wouldn’t know if they
were falling behind their compet-
what constitutes are using this inherent knowl-
edge to ensure clients maximise
2019 and beyond.
itors until it was too late. success everywhere the value of tech partners rather This article was irst published by Adweek.
11 BLINK BLINK 11 BLINK 12
NEW GROWTH NEW GROWTH
MODELS MODELS
7 BUILDING BLOCKS to use multiple business models,
and constantly view themselves
OF REAL GROWTH as market challengers rather than
incumbents and consider how that
changes their behaviour.
To succeed, the next generation of It means ignoring the fact
he old model for that you might have 30% market
growth leaders must reimagine… WHY
T growth is dead. It’s
time to crown the
new model. It may be
why they do what they do; what
they deine as their market and Humanised growth
share and considering life as a 3%
company but with ample room to
grow. This change of viewpoint
hard to pivot from our traditional offer as solutions; and how they Articulate your ambition in terms of your drives a constant desire to optimise
reliance on scale and eiciency impact on people & the world around what works. It encourages them
organise for success. Those them. Link business growth to people
but growth today and tomorrow to build in-house innovation labs
will more likely come from agility.
building blocks look like this: growth KPIs & incentive structures.
and explore unexpected acquisi-
Learning to change is the irst part tion possibilities.
of adapting. Third, they need to look at how
Why do businesses need to they operate and the culture of
change, you ask. Because there WHAT HOW their organisation. This can oten
are fewer and fewer new markets be the hardest part because it
to enter and you can only cut Evolving experiences Whole-brained means loosening up internal hier-
your way to eiciency so many Measure and benchmark your “share Shift focus from the “what” archies and pushing accountabil-
times. At the same time, sectors of experience”. Ensure all your to the “so what” and “now ity down to consumer-facing staf.
Shape
are also being shaken up by more solutions include product, service, what”. Create whole-brain It means ofering staf new career
and experience components. teams of equals.
knowledgeable customers and paths that enable them to leap
disruptors who are looking to cash around rather than have to follow
in on lazy incumbents, often a set route to the top and it rewards
up for
bypassing well-established niches those demonstrating entrepreneur-
and intermediaries. WHAT HOW ship within the company.
All this makes business sound Changing cultures so that inno-
hard. And it is. But there is growth Multiple models Anticipative organisation vation and diversity is part of the
to be found, even if it isn’t always
in the most familiar places. To ind
it, business leaders need to develop
new skills, moving away from com-
mand and control into unexpected
growth Ensure the investment approval
process allows for multiple
business models. Create or
participate in start-up platforms.
Create multi-disciplinary “it for
purpose” teams for all your strategic
initiatives. Push accountability down
to consumer-facing staff.
company ethos pays dividends
because it enables colleagues to
move seamlessly together towards
the common goal, without being
tied to the same route. This gives
partnerships, speciality brands Businesses need new models and new teams the freedom to demonstrate
and new business models.
The large and growing busi-
approaches if they are to continue to grow WHAT HOW
a diversity of thinking that allows
them to anticipate opportunities
nesses of the future will seek out in today’s competitive world. Matt Mee, and threats as well as generating
rainbows of opportunity, never
putting all their eggs in one bas-
MediaCom’s Global Chief Strategy Oficer, Abundant markets
Shift investment from explaining
Open culture
Redeine career paths from
new insights that combine crea-
tivity, data and technology well
ket but exploring every possible highlights today’s building blocks for growth the past to predicting the future.
Deine your market so you have no
a linear trajectory to a
“jungle gym”. Celebrate and
before their competitors.
avenue for growth. They will be Making these changes is not
more than 3% share. reward intrapreneurship. Source:
lexible, always ready to test new Institute for
easy and can’t be done instantly
ways of working and selling. identiied key areas that separate areas means making big changes itising proit and involves a total Real Growth 2019 but any business that wants to
And they will have leaders at out average performance and to legacy structures: focus on beneiting customers, grow needs to change. In today’s
every level who make the mantra stellar growth. First, they need to look at why colleagues, and communities. world of rapid change, few of us
of growth more than just a corpo- Their indings, which echo our their company exists and articu- Because any business model can can rely on the old routes to growth
rate slogan. They will self-analyse experience at MediaCom, demon- late their ambition in terms of the be copied, what stands out as a and we should all be exploring
The WPP Institute for Real Growth (IRG), provides guidance on how
every aspect of their performance strate that the companies that suc- impact on people and the world brand is the ability to link com- to drive sustained business growth. It is focused on identifying what new routes to success.
and constantly look for new ways ceed will be those that build their around them. mercial ambitions to something differentiates growth leaders in terms of strategy, structure, and Only by examining all aspects
to operate. companies around three key core That means linking business more meaningful. capability from growth laggards. IRG research was conducted in the of the way we behave as business
Our colleagues at WPP have areas: why they do what they do; growth to KPIs that demonstrate Second, they need to look at second half of 2018 and included over 550 expert vision interviews, an leaders, marketers and individu-
been analysing today’s companies what they deine as their market people growth and ensure this is what they do. That means ensur- online IRG survey and AI enabled desk research on the drivers of business als can we ensure that we are truly
that overperform and asking why and ofer as solutions; and how also part of their incentive struc- ing they ofer ever-evolving expe- growth. Please visit instituteforrealgrowth.com for more information. doing everything possible to drive
they have the edge and the new they organise for success. tures. This is very diferent from riences instead of just products The Institute for Real Growth is just one of the resources our teams at MediaCom leverage for
growth for our companies and
WPP Institute for Real Growth has Getting it right in each of these the traditional approach of prior- or services, have the lexibility› clients to identify and generate growth. Please get in touch for more information. our people.
13 BLINK BLINK 14
BRIEFING BRIEFING
The barriers The initial
hen clients provide us with Brand successes Challenging briefs
W briefs, our inclination is to
take them at face value. Drive
awareness? Sure! Increase
We recently worked with a
sportswear brand to launch a new
running shoe. The brand market-
brief should
To achieve the very best results,
it’s vital to challenge briefs and
ask clients where their goals came
be the starting
might be in
conversion? Absolutely! But, to provide real ing team recognised that consider- from and why they matter to their
value, we know we need to be more rigor- ation was low among core runners, point for a business. As media professionals,
ous, by probing and asking questions that but when we looked in depth, before we even consider a brief,
uncover growth opportunities. we realised it wasn’t because of
constructive it’s our job to assess a client’s whole
your briefs Put another way, that means digging
deeper to fully understand a client’s barriers
to growth (and the speciic things prevent-
ing their consumers from either entering or
moving through the funnel) and then put-
a lack of awareness, but rather,
because of the lack of appropriate
recommendations.
That’s because opinions among
runners are massively inluenced
conversation,
not the moment
to go into action
system of communications and tie
that closely to the way consumers
actually buy or, more importantly,
don’t buy a particular product
or service.
To unlock growth through ting together a plan, across paid, owned and by salespeople at running stores, Even the biggest media budg-
media, you irst need to earned, designed to address those barriers.
A brand might ask us to help it boost
who are deeply loyal to tradi-
tional running brands, like Asics
ets can be wasted if they attempt
to change the wrong consumer
understand what’s restricting awareness or drive visits to its website, for and Saucony. Understanding this Earlier in my career, I worked behaviours or ignore the real rea-
your brand’s performance. instance, but that might not lead to sales if
other things are putting consumers of buy-
detail enabled us to identify the
key blockage the brand needed
on a campaign for a well-known
contraceptive pill. Awareness
sons people don’t consider a brand.
The initial brief should be the
Bhavana Smith, Chief Client ing. Instead, to make consumers walk the to overcome. and consideration were sky high starting point for a constructive
Oficer at MediaCom USA, explains that this
inal yards down the purchase funnel, we Similarly, a few years ago among the relevant audience conversation, not the moment to go
might need to rethink the client’s content we worked for a confectionery but the women who needed the into action. Agencies and brands
sometimes means challenging the brief… or develop a fresh messaging and distribu- brand that told us their biggest product were understandably need to agree on a two-way pro-
tion platform. But we won’t know the right barrier to purchase was a lack of wary about asking for it by name cess for inessing the brief and goal
answers unless we challenge the brief irst. relevance. But by digging deeper in a pharmacy. as well as detailed research to
Illustration Jack Bedford The raw truth is that an agency that into the research, we found that Our research helped us under- conirm that it’s really going to
challenges the instructions coming from the problem was more about lack stand why consumers were not deliver growth.
its clients is much more likely to develop a of awareness. buying, which helped us direct our Media can be a tool for growth,
solution that leads to growth, ROI and all the Once we had identiied the right creative messaging to women read- but it has to be targeted at the
important measures that they care about. barrier, we were able to map out a ing speciic content about contra- right business challenges. The
Sometimes, the solution may not be paid successful solution, enhancing dig- ceptives. They were already aware best way to ensure that happens
media, which is why it pays to understand ital activity, working with creative of our product and engaged, but is to make sure the real barriers
how all comms channels work together partners to drive relevant content we needed to help them overcome are correctly identiied at the start
(which is what we mean when we talk about and adding the right social chan- the barrier to purchase. To do this, of the process.
Systems Thinking). › nels and platforms to the plan. we developed speciic messages for
These examples demonstrate digital that allowed women to print This article was irst published by Campaign.
how the objectives set by clients of a “request card” they could
in their initial briefs are sometimes hand to their pharmacist without
sub-optimal and why agencies having to say a word (thus, allow-
need to push back. If clients want ing them to maintain their privacy
to be famous and well known, from nosy customers).
that’s ine, but they need to under-
stand that being famous doesn’t
necessarily mean being liked,
considered or purchased.
15 BLINK 16 BLINK BLINK 16BRAND STORIES
MEDIACOM What does the next MEDIACOM What would success
level of growth look like for Opel? look like for you (and us)?
TOBIAS GUBITZ We’ve deined TOBIAS GUBITZ Our key KPI is
our three areas of focus as one, Opel desirability. How desirable is the
becoming proitable again; two, Opel brand, and the Vauxhall
Opel being electriied; and three, brand? By 2021, we want to be
Opel going global, so the interna- the most desirable German main-
tionalisation of the Opel brand. stream brand again. That means
going up against Volkswagen and
MEDIACOM What are the chal- Ford in the UK.
lenges you need to meet in order to
get there? MEDIACOM How can MediaCom
and GroupM help you achieve these
TOBIAS GUBITZ We need to growth ambitions?
increase our eiciency. We need to
achieve more with fewer resources. TOBIAS GUBITZ It’s underappre-
So, we need to rebalance our costs ciated in this day and age, but next
to be ready for how the industry is to data and eiciency, is the aspect
transforming. Also, the Vauxhall of quality and the magic and the
brand in the UK is currently in the creative part that needs to be added
position where it needs to be rede- to make the whole machinery work.
ined, repositioned and strength- We really hope that by working
Tobias Gubitz ened so that it can support our with you closely to make the best
growth ambitions moving forward. use of data, and the best use of
Director, Brand Strategy and Marketing, We need to make sure that with an new technologies and eiciencies,
Opel increase in eiciency and stronger we can keep an eye on delivering
brands, we ind the right audiences really exciting, relevant communi-
and make sure we really drive our cations to our audiences that fuel
product into market and drive it our proitable sales ofensive and
proitably. That’s one area where move Opel and Vauxhall to the
we obviously rely on the support next level.
of MediaCom.
BLINK 17TEAMS
How to build teams
here’s magic in a
that deliver growth
You need to build the right teams to spot
T great team – not
just because of the
way they work
and seize new growth opportunities. But, as
together, it’s more than that. Helen Brown, Global Chief People Operations
A great team creates its own kind
of alchemy that pulls people
and Performance Oficer argues, personality
together with a passion that deliv- type is just as important as technical skills
ers exponential growth.
How to assemble that perfect
team is oten regarded as more deined not only by their mix
luck than judgement but that’s of technical capabilities but on the ALTRUISM CREATIVE THINKING
not the case. It’s a result of many group’s level of emotional intelli-
years’ worth of experience by a gence and communication skills. Those who demonstrate an Focus on innovation,
leader who, as a result of being That analysis was backed up altruistic approach have creating the new and
an expert in their ield, can spot by the Harvard Business Review a concern for the wider different. Examples of
the combination of skill and atti- in 2017, which published a report ecosystem and create companies that have over-
tude required for their needs. looking at the scientiic evidence more opportunities for indexed in this dynamic
For examples, look to legendary that supports the hypothesis that collaboration and knowledge include Uber and Airbnb.
Robert R Gilruth, director of the the make-up of personalities in sharing. This results
1969 NASA lunar landing; Steph teams has more of an impact on in a share and reapply
Houghton, captain of England performance than skills alone. mentality, reduces time and PRAGMATISM
women’s national football team Is it fair to assume, therefore, associated costs, and shares
and Manchester City; and X-Men that businesses that hire talent pre- tested success factors. Team members who are
leader, Professor Charles Xavier – dominantly through a skills lens comfortable with detail and
who can argue with his ability to may not attain the same perfor- process, who can clarify the
pull together a ‘super’ team? mance levels as those businesses ADAPTION need and can maintain focus
Science iction aside, there’s a that look into the personalities, during stressful situations.
fair bit of scientiic fact that can behaviours and attitudinal com- Employees who are able
be used to enhance every team. petencies of their teams? to assimilate and be
You may not get into space, or win comfortable with constant RESULTS FOCUSED
gold at the Olympics, but you can Winning personalities change at pace know when
put together some pretty powerful Our own research into the to move on if a direction Those who naturally take
talent combinations by following teams that deliver the greatest or idea isn’t working. charge, are organised and
some simple principles. performance for our clients would This personality type has energetically focus the
Photo: Istock
In 2016, Google published a support this theory and we have been key to the ‘fail fast team on group success.
report based on many years of found they generally include and learn faster’ attitude These are the specialists
interview data. In it, they stated a combination of ive distinct adopted by companies such who often become the
their best-performing teams were behaviours: as Tencent and Adobe. future coach or leader. ›
18 BLINK BLINK 19TEAMS
Keeping a performing
team engaged
Whilst clarity of purpose and
management of time can be deliv- FIVE CAREER BOOSTING STEPS
ered by any competent manager,
By Bianca Best, Managing Director of BLINK and Strategic Partnerships STORY
fulilling the emotional needs of
1/
the team requires emotional intel- Travelling in China is tough. And during Chinese
ligence. That’s because it’s about Know where you add value New Year, when half a billion people travel to see
2/
more than just assembling a team Be consistently aware of your friends and family, it can be stressful.
with the right skills and attitude. highest contribution to hitting Focus on
Smart selection can quickly come the collective goal of the team. Push back business results People need food to power their journey because
“you’re not you when you travel hungry”.
undone without clear goals and and ilter out the whirlwind of time stealer Adopt an outcome-
Unfortunately, overpriced food concessions
constant course correction from a meetings, tasks, email requests (and even driven mentality. It’s not
only add to the stress.
skilled leader. The work the team people). Only do something if you can see about tasks and presenteeism
are undertaking and the way they how that work will impact the broader but about driving business So, we decided to partner with one of China’s
are being led must also meet their business/project/agency outcome. If it results in the most eicient biggest domestic carriers, China Eastern
emotional and intellectual needs. does, then it’s all systems go. Otherwise, and efective way possible. If Airlines, to create a hunger-free flight:
Teams that thrive are bound if it can be approached another way, working more productively, Snickers Air.
by the same mutual understand- delegated elsewhere, or rejected as rapidly and innovatively
ing and respect for the vision and a ‘to do’ then it’s time to push back happens for you at 7am then Taking over a Boeing 737 plane for the 40-day
values of the team. This shared intelligently, intuitively and sensitively. organise your schedule to holiday period, we integrated Snickers into every
connection requires the coach, or allow that. If it’s midday, then aspect of the journey, from boarding passes to
3/
the in-flight entertainment.
leader, to be intentional about a likewise. Learn which habits serve you
common goal, even when the peo- Have strategic best at having maximum impact at work.
We announced the creation of China’s most
ple they are working with have goals – not just Assess your sleep, nutrition, exercise as luxurious airline via a press conference, showing
diferent personal values.
Famously, Claudio Ranieri led
a to-do list
Own a growth mindset by
well as your actual working style.
CASE STUDY off some of the hunger-free aspects of the
flights. We then promoted the flight experience
4/
English football team Leicester City focusing on strategic business and the chance to win a coveted seat.
to win the 2016 Premier League
against huge odds. While skilled
in their own right, the team had
been playing as a group of individ-
goals. Step out of the minutiae
of daily deliverables and
logically plan the week, who
you’ll most usefully spend
Keep a life balance
Maintain a life blend that
keeps you efective, healthy
and happy. Be conscious of actions
Snickers Air We shared our message via video across Weibo,
express targeted ads, all PR platforms (including
China News Weekly), and Ctrip, China’s biggest
Partnering with one of China’s biggest airlines travel booking site.
uals. Ranieri needed to ind a way time with and where/how. you take which may be inhibiting your
to develop the world’s irst hunger-free light
to bring them together. His solu- Headline your core objectives wellbeing. People-irst business cultures
We also rebranded check-ins and VIP lounges
tion was to invite them all to his for the subsequent week each today are here to support productivity – using data to reach anyone who travelled by
Client Mars Snickers
house for pizza. This simple ges- Friday before you shut the in whole-being balance. It’s well air in 2017 or had booked tickets via Tencent to
Market MediaCom Beijing
ture created a culture of openness laptop and plot exactly what documented that environments ofering travel in 2018.
and illustrated that they were all you intend to have achieved psychological safety and encourage
equals playing for the same prize, by the following Friday at 6pm authenticity, agility, diversity and a Tencent data allowed us to reach railway
as one team. ensuring you plan time into focus on outcomes, not inputs, are where travellers, we put messages on top travel apps
In summary, teams that grow your calendar accordingly. the workforce thrives. Ultimately, health 12306 and Ctrip, and we also targeted people
and thrive have three core compo- and happiness in Beijing, one of China’s biggest New Year
5/
nents; individuals with relevant metrics should migration cities, through out of home ads.
skills and a desire to continually Manage moments of disempowerment be valued
Billions of special packs at retail completed the
hone them; collective attitudes that In any career, there will be moments of on par with
5.5BN
journey across the country.
complement the team in most situa- disempowerment. Someone else gets the commercial
tions and consistent leadership that project lead role you felt you deserved or a new boss is results.
can both set the course and steer brought in between you and your current supervisor. How Better gender
them unfailingly towards it. you behave in these moments is critical. Stay factual and equality is
RESULTS
do not get emotional. Take a deep breath and analyse pivotal to that. IMPRESSIONS We hit 5.5bn media impressions, 3.2bn PR
the situation objectively as this is a moment of growth.
impressions, and our video was watched
Respond proactively and positively, empathising with 35m times.
>60%
Further reading the business thinking that created the situation, but if
https://hbr.org/2017/01/great-teams-are-about-
ultimately you can’t efect the change you want, then get Most importantly, though, we drove net sales up
personalities-not-just-skills
https://hbr.org/2015/02/how-to-coach-
your power back and explore new chapter options. more than 60%, a record New Year performance
for the brand.
SALES INCREASE
according-to-5-great-sports-coaches
Leaders Eat Last, Simon Sinek
20 BLINK BLINK 21You can also read
