Search This Blog

Loading...

Friday, 17 October 2014

Keeping Your Enemies Closer

Apparently, the airlines in Australia are avoiding confrontation; with both small regional and international markets, they sort of have to if they want to survive. What’s even more surprising than the major Qantas cuts from earlier this year, is that Qantas has finally admitted that it can’t exactly continue to keep claiming its prestige over Virgin Australia or blow their sales away, according to news.com.au. This realisation may save them in the end, however, many customers simply look for good service and convenience and don’t want to see furious marketing and advertising hostility and devious price wars - although no one minds snapping up a hot deal here and there!

The image below displays Australia’s major airport hub cities. Note: There aren't many! The second image displays America’s major airport cities. Note: There are significantly more. The pure fact that there are more cities to service in the USA is a key indicator of competitive pricing, whereas in Australia, it costs a lot more to service the fewer cities, let alone, the fact that there are fewer competitors in Australia, fewer flights per day, fewer people to potentially accommodate, flying time constraints over some cities/airspaces, and other regulations which inhibit the market from growing more significantly.

Not only do airlines in the Australian market already run into domestic problems, they also face the hardest feat of getting people to Australia in the first place, as it poses international carriers some of the longest flying legs in the world. Some people even say Australia is on the way to nowhere else.

(Image 1: http://3.bp.blogspot.com/_9tS_k-d7cac/TMkX08G9L3I/AAAAAAAAA40/-2T4RazF0oQ/s1600/Australia_Map.jpg)

(Image 2: http://www.allairports.net/images/airport-map.jpg)

All of this being said, it just goes to show these big and indestructible businesses exactly how important their internal and external marketing is. Completing an environmental scan in order to find out where their business competes is crucial in understanding the types of obstacles they will face in such a demanding market. Additionally, they must then understand what they can truly offer to combe any obstacles, such as by assessing assets and competencies. In this case, Qantas has chosen to update some of their fleet; their main asset in the industry. This may be costing them quantities of seats to purchase smaller planes or those configured with less seats, as opposed to Virgin, Tiger, and Jetstar, who are all said to be gaining quantities of seats through newer aircraft. And lastly, these airlines need to begin to revise their market strategies and be strategic in their partnerships; or at least who they are going to mess with or not.

These three steps make up the foundations for a long-term and innovative marketing strategy, something we’ve recently experienced in our Innovative Marketing Strategy course in our Master of Marketing program. So, the next time you check momondo.com or skyscanner.com.au and wonder why Virgin and Qantas are no longer fighting over fares and seat classes because their prices seem to be the same, just think of the long term benefit they are trying to create instead. Maybe one day the regional services within Australia will pick up and then they can focus on those new markets and new outreach programs.

Christine Drpich
Current student in the Master of Marketing program at the University of Sydney Business School

Wednesday, 15 October 2014

The Apple Watch is En Vogue

The hype surrounding the launch of a new Apple product is usually unprecedented, but for the first time in a long time there has been a much slower build-up towards the launch of one of its products. Although the technology giant unveiled the ‘Apple Watch’ back in September, it won’t actually be made available for purchase until early next year, and since the initial announcement, only small details surrounding the Apple Watch have been released.

So when it was revealed last week that the Apple Watch was about to make its sartorial debut in the November issue of Vogue China, it suddenly made sense as to why Apple had been quite mum about its new product offering until now.

The Apple Watch on the cover of Vogue China (Source: BoF)

Given that the market for wearable technologies has been heating up for some time now, with offerings by Samsung and health focused brands such as Jawbone already available to the public, for Apple to successfully enter the market at this stage of the game it would need a product that not only outshines the competition, but re-defines the product category (like it did with the iPhone back in 2007). The Apple Watch delivers on this challenge with features that many other smart watches already offer, but additional capabilities like Apple Pay, and health tracking technology, that make other products in this category quite redundant. So although Apple has clearly come up with a superior product offering, it’s the way it has decided to position the Apple Watch as a premium fashion accessory that I find most interesting from a strategic perspective.

The first inkling of the fact that Apple was targeting the fashion industry was it’s decision to launch a showcase (much like any other fashion house would) in the middle of New York and Paris fashion weeks; inviting the fashion press and key figureheads of the industry (think Anna Wintour, Karl Lagerfeld) to experience the Apple Watch at their headquarters in California, and then later at the iconic luxury fashion boutique, Colette, in Paris. The second giveaway was the watch’s debut in Vogue China, in which it has its own fashion spread featuring Chinese supermodel Liu Wen, and was shot by noted fashion photographer David Sims.

Chinese Supermodel Liu Wen modelling the Apple Watch  (Source: BoF)

Despite the obvious reasons for debuting the watch in the Chinese market (a clearly booming economy with a pre-existing appetite for luxury fashion and Apple products), the fact of the matter is that Apple has recognised that unlike its previous product offerings, its latest product looks, functions and has been referred to as a ‘watch’, and thus automatically categorised as a fashion accessory. It therefore makes great sense that the company would need to carefully build the associations around its product as a truly fashionable watch, and what other way would it be able to do this than be featured in Vogue; the debatably ultimate source of fashion credibility.

As much as I could continue talking about Apple’s fashion debut, the key take away from their recent strategic moves is that they are no longer satisfied with just being a premium technology brand. It is clear that they’re eying the title of a fashion focused design house, and given this Vogue cover, it seems they are well on their way of achieving this.

Salil Kumar
Current student in the Master of Marketing program at the University of Sydney Business School

Friday, 10 October 2014

Instagram Advertising About to Hit Aussie Shores

Advertising on social media platforms has been a highly contested topic of conversation for some time now, and one that continues to gain momentum as the business model of these companies evolves.

Going through my Instagram feed earlier this week, I came across a post from Instagram’s Instagram account (a mouthful, I know) explaining the upcoming changes to the social media platform’s operations in Australia. Namely, the post discussed the introduction of sponsored brand content for Australian users, a concept that has already been live in the US for a period of about 10 months (as seen in the images below).

Sponsored Branded Content in the US Market (Source: News.com.au)

In reviewing the press surrounding this announcement, it’s very clear that Instagram’s strategy seems to be heavily focused on curating ‘on brand’ sponsorship content. As mentioned by Instagram Australia’s spokesperson, Antonia Christie, ‘Instagram is about imagery over identity and creativity and craft win on Instagram. The best advertisers on Instagram will have a strong sense of the platform and how to interact with the community.’

So although it will be interesting to see with whom Instagram has partnered with in Australia, it’s reassuring to know that they are being selective with both the brands they intend to work with, and the resulting images that are being approved as sponsored content.

But despite these efforts, it is inevitable that the presence of sponsored content will appear as being disruptive for some users, especially since the whole concept of Instagram relies on the choice in the people you follow, and the content that appears in your feed. In response to these concerns, transparency seems to be key to Instragram’s approach to advertising, as each individual ad will be clearly flagged as ‘sponsored’, and also comes with an option to be later hidden by users from their feed if they are not interested in the ad’s content.

From a purely business perspective it makes sense for Instagram to develop new revenue streams, given that there  are concerns with the sustainability of providing a free service, especially one being used by almost 200 million people across the globe. So having been bought out by Facebook in 2012, it comes as no surprise that advertising has been selected as the primary revenue model for Instagram, especially given how successful this model has been for Facebook itself in recent years.

I’ll have to issue a ‘watch this space’ for now as we wait for the ads to eventually roll out, but so far it seems that Instagram has a well thought out strategy, and one they intend to implement in Australia with as little disruption to the user experience as possible.

Salil Kumar
Current student in the Master of Marketing program at the University of Sydney Business School

Wednesday, 8 October 2014

Congratulations to the Graduating Class of 2014

Friday, October 3rd, 2014 - The time has finally come for our most recent cohort of graduates to move onward and upward to bigger and better opportunities - fully equipped with their specialised skills in marketing and innovative business strategies. We are so proud of them.

(Source: Erika Juliana Muñoz)

The graduates featured above are from left to right are: Samantha Jang, Subha Radharkrishnan, Kathryn Lindenau, Erika Muñoz Araque, JooNam Park, Navneet D’Silva, and Marco Tomaselli. Not featured, having already taken a full-time opportunity in Tokyo, Japan, is Lisa Katharina Grobien.

The lucky graduates above have all just completed their capstone projects which involved them working closely with various clients in real-time on necessary projects that often help change or shape business plans and other operations. This task has taken them months and we are so pleased to honour their hard work on the Marketing Matters blog this week.

This program usually poses as no easy feat for any student no matter which academic or working background we come from. Most of the cohort members even work full or part-time jobs throughout the duration of the course, managing their time very effectively. The collaborative group work, faculty advising, and industry experience however, gives us the challenges and motivation we need to not only survive but succeed in all that we do within the program.

Again, congratulations and well done to the October Class of 2014 Master of Marketing students. You all look fantastic in our snazzy pink and orange academic gowns!

Christine Drpich
Current student in the Master of Marketing program at the University of Sydney Business School

Friday, 3 October 2014

Is the Business of Business, Business?

We’ve recently spent a great deal of time in various units discussing the ethical responsibilities of organisations, and in particular, looking at whether the business of business is just business, and nothing beyond this.

The arguments supporting this notion suggest that businesses already drive the economic welfare of a nation, and in doing so support employment, infrastructure, and both supply and attract investment. Whether they have any responsibilities beyond this has commonly been suggested to be something that is optional, and up to the discretion of each individual organisation.

Although I don’t want to delve into the crux of this debate, I wanted to present a campaign that I recently came across in the CBD that showcases the great opportunity that organisations have to collaborate with community and social-good campaigns in a manner that can work quite seamlessly for all brands involved.

White Ribbon’s New Banner Ads (Source: Erika Fraser Twitter @EMcFraser)

The above image is part of the new White Ribbon campaign, which is Australia’s only national, male led campaign focused on ending men’s violence against women. The banner for this campaign has been placed on the City of Sydney’s garbage collection trucks, and therefore plays up the pun on the banner that violence against women is ‘rubbish’. Although in this case it can be expected that as a completely community focused organisation, the City of Sydney has a clear responsibility to support social betterment initiatives, it’s not to say that there isn’t scope for other businesses (who are mainly in the business of doing business) to do the same.

Ian Davis, in a Mckinsey Quarterly article on this topic, suggested that the best approach for businesses that are actively looking to extend their corporate social responsibility functions is to develop clear strategies that are implemented at an executive level, and clearly communicated down the rest of the organisation. This means identifying social issues that are contextually relevant to the organisation itself, and determining how these issues relate to the overall purpose of the organisation.

Although these issues/strategies will differ across different industries and organisations, the act of clearly establishing, and then communicating an organisation’s social, in addition to economic, purpose has been suggested as the starting point for organisations looking to go beyond just being in the business of business.

To read more about Ian Davis’s thoughts on this topic, see his article, The biggest contract, in the Economist. 

Salil Kumar
Current student in the Master of Marketing program at the University of Sydney Business School

Wednesday, 1 October 2014

Travel Trinkets

I have been privileged enough to travel very many places in the world, which means, I have also been lucky enough to have saved some money to buy everyone at home little souvenirs from each of my destinations. But the gift I’m about to share with you is unlike any other I’ve ever seen – Melbourne mother and business women, Annette Chambers, officially has the most marketable travel trinket ever in my opinion, as seen below. It’s a perfect rose, and it stays perfect forever, like something right out of Beauty and the Beast.

(Photo by Christine Drpich – Peace Rose, as created by Annette Chambers)

Want to take a stab at what it’s made out of? I’ll give you a hint…it’s scent will never fade, it comes in all sorts of colours, and can be easily moulded. That’s right! It’s made from a single bar of soap! Through a crafty cutting technique, Annette is able to design and layer flower petals and later use warm water strokes to create the curvature seen in a perfect rose. Additionally, she hand paints with food dye and names every single rose to create each unique personality; the most popular peace rose is featured above. The smell is potent and captivating and they come in their own unique casing that won’t break while traveling or shipping.

Not only has Annette identified a unique niche within the travel trinkets and souvenirs market, she labours intensively over each hand crafted piece so that no two are the same. The item will literally last forever, and apparently the scent is even more potent when its casing is opened in slightly warmer areas. I could go on forever about how fantastic this product is and why it’s completely worth the money. Matter of fact, I actually bought five! I finally am not experiencing buyers remorse after buying my loved ones a travel gift because I know it won’t break, I know it does what its meant to do (look and smell pretty), and I was able to buy multiple. Marketing and decision making is a subject we talk intricately about in our Research and Decision Making course within the Master of Marketing program here at the University of Sydney Business School, and not experiencing a sunk cost after a purchase is a relieving feeling for a change.

In order to learn more or purchase your own Australian made (it is not made in China!), hand crafted, everlasting rose, visit Annette’s website.

Christine Drpich
Current student in the Master of Marketing program at the University of Sydney Business School

Friday, 26 September 2014

Monopoly No More

Hungry Jacks is throwing down just as much heat as their new counter campaign claims - Get your free food at Hungry Jacks instead of at ‘You Know Who.’ How much more clever and ruthless can you get?

Hungry Jacks seems to be very, extremely, confident in the superiority of their food as opposed to their competitors who are giving out small concessions in their monopoly board game imitation. This is all in hopes of converting potential customers into loyal customers. These customers who are being targeted by Hungry Jacks have probably been burned by spending $10.00-$20.00 on their meals with a competitor to only get a small Sunday Ice Cream or small chips in return. Chances are, this is the perfect time to offer those same people more value and potentially better taste at Hungry Jacks.


Many people have reportedly been concerned with the ethicality of this hijacking campaign. Other instances of hijacking have occurred around major international sporting events, such as the FIFA World Cup, where competitors like Addidas and Nike confused patrons over who’s actually sponsoring the event. This campaign however, can either work brilliantly or horribly backfire because fast food customers may get confused as to where they’re supposed to go for the taste they’re craving or the free item they want to claim. 

Above is a preview of the website Hungry Jacks specifically set up to explain the T’s & C’s for the swap, but ultimately, providing additional choices of items which allow people to redeem their free food vouchers in more ways will make them feel more empowered and thus, potentially successfully hijack some of the competitor’s campaign.

Christine Drpich
Current student in the Master of Marketing program at the University of Sydney Business School

Wednesday, 24 September 2014

When Beauty & Fashion Collide – Collaborations & Changing Expectations

Brand partnerships are no new feat in today’s collaborative marketing environment, and so when NARS Cosmetics announced their next collaboration during London Fashion Week, it came to no surprise that it would be with a fashion designer that closely echoed the brand’s own ethos, and whom they had worked with for many years.

Although not completely obvious, designers in the fashion industry form partnerships with beauty and hair brands as a means to produce the looks required for their runway shows during fashion week. MAC Cosmetics, for example, were reported to have covered 120 shows, worked with 350 make-up artists and made over 4700 models during last year’s global autumn/winter collections. It therefore seems like a natural progression for the tables to turn, and for designers to then collaborate with makeup companies to produce product ranges inspired by their design archives, or more recent collections.

The collaboration I was to alluding to earlier, is between NARS Cosmetics and Scottish fashion designer Christopher Kane. As mentioned by the designer himself, ‘NARS has been a long-standing and valued partner of ours, so this collaboration was an obvious fit. NARS has the same unapologetic aesthetic that is signature to the Christopher Kane brand and I'm excited to share what we've created together.’

Model’s wearing NARS Cosmetics at Christopher Kane’s Spring/Summer 2015 Show  (Source: The Independent UK)

Although not a new concept, what I found most intriguing about this collaboration was that the makeup looks worn by the models at Kane’s show last week were from the new collection, and served as a precursor to what NARS customers can expect once the product line officially hits the stores next May. Although the sneak peak was a clever idea, what I was initially expecting was the collection to be available right after the show had ended. What’s becoming more and more common place in the fashion industry is that designers are allowing consumers to ‘shop the show’, with major brands like Burberry taking pre-orders for their latest collections within minutes of the fashion show’s completion. These short lead-times are also happening in other industries, with Apple, for example, announcing their new iPhones just over a week before the phones are able to be purchased by customers in store (probably not a coincidence, as former Burberry CEO, Angela Ahrendts, is now Senior VP of Apple Retail).

Although there are obviously concerns with competitors copying new innovations when lead times are much greater (a topic we’ve been looking at more closely in our Ethics class), the problem here is more related to consumption patterns, with consumers wanting something now, as opposed to waiting half a year to get their hands on it.

So whether fans of both brands determine that the collaboration was worth the wait, we’ll have to see, but it’s undoubtedly a smart partnership, and with time, one that will hopefully be profitable for all parties involved.

Salil Kumar
Current student in the Master of Marketing program at the University of Sydney Business School

Friday, 19 September 2014

Balloons and Internet for all, coming at you from Oceania

Google is set to launch one of its biggest and craziest (in a good way!) innovations yet - Project Loon. This initiative was started from right here in our own back yard as well! The project's purpose is to create widespread and low cost internet access for all areas of the globe in order to further increase the spread of knowledge and the speed with which the diffusion of information occurs. The project involves large weather balloon like devices that will circumnavigate the globe at very high altitudes to create a constant flow of Wi-Fi access. The project was tested right across the Tasman in central New Zealand and is proving to be on track for future success. Check out the video below for more information.


I had the distinct honour of being able to meet the Google Head of Marketing for Australia and New Zealand, Lucinda Barlow, while during her visit to The Women's College within the University of Sydney in early August. Lucinda shared with me the importance of these big ideas and how marketers and project managers keep them alive and create opportunities for everyone through strategic planning, promotion, and testing of course. She further emphasised how crucial it is to have big ideas of your own and be known for 'out of the box' thinking within your personal brand in order to be more well recognised and sought after to start implementing your life changing ideas. 'The bigger the idea the better' is what she was basically saying, and companies and teams like Google can always provide inspiration for setting those big ideas into motion.


Another important aspect of this project is the fact that marketers are in charge of making sure each of their projects align with the company's overall Value Proposition; something we talk about very intricately throughout our Internal Marketing and Innovative Marketing Strategy courses here in the Master of Marketing Program. For example, Project Loon very clearly fulfils their overall proposition, which states, "Google’s mission is to organize the world’s information and make it universally accessible and useful." This is further supported by the video above. Creating a cohesive brand, while inventing new projects, and innovating or disrupting the way the world functions is all part of being a successful marketer.

What idea will you come up with next? And how do you plan on implementing it or setting it into motion?

Christine Drpich
Current student in the Master of Marketing program at the University of Sydney Business School

Wednesday, 17 September 2014

SMS Mentoring Program 2014 Graduation Event

Not long ago, I featured a post on this blog regarding a mentoring initiative run by the Sydney Marketing Society (SMS). The 8-week program that I participated in, ran throughout July to September, and was a unique opportunity for young marketing talent to connect with leading employers in the marketing sector.

To mark the completion of this year’s program, SMS held a graduation event at the University of Sydney Business School CBD Campus, inviting all current mentors and mentees, as well as guest speakers Allan Herman van Breukelen and Amer, who spoke about their involvement in the program in the previous year.

My personal experience as a mentee of this program was very positive, and I found it an invaluable opportunity to seek advice from an industry professional that had successfully navigated the daunting prospect of seeking graduate employment, and was more than open to assist me in making the same transition.

Among this year’s Master of Marketing cohort, it was great to see familiar faces such as Melissa Downes and Gemma Valpiani also participating in this program, and I hope that students from our course continue this involvement with the various initiatives offered by SMS, and in particular, next year’s SMS Mentoring Program.



Myself and the President of the Sydney Marketing Society, Samantha Roberts
(Source: Sydney Marketing Society Facebook)

Salil Kumar
Current student in the Master of Marketing program at the University of Sydney Business School

Friday, 12 September 2014

City of Melbourne – Re-branding for the Future

Having recently just visited Melbourne with Christine, I couldn’t help but notice the prominence of the city’s own branding. Whether it was on event tickets, billboards or magazines, Melbourne had been given a very clear identity, and one that perhaps is a lot more memorable than some of Australia’s other capital cities. 

Re-branded by Landor Associates in 2009, the brief for this project highlighted the need for an identity that could not only represent the city itself, but also the various sub-brands, programs and events that are connected to the City of Melbourne. The resulting logo of this re-branding exercise (pictured below) is at the heart of the new corporate identity, and as mentioned by the Creative Director of this project, ‘the bold ‘M’ presents a full expression of the identity system - immediately recognizable and as multifaceted as the city itself: creative, cultural, sustainable.’

The Multi-faceted City of Melbourne Logo
(Source: Landor Associates Website)

What I personally love about this (fairly) new identity is that it is not only contemporary, but also incredibly flexible and could be easily tweaked to suit the needs of different collaborators that are involved in promoting the city as a destination and lifestyle experience. Having also read the city’s 2013-2016 Marketing Strategy, I can see this identity working for the city in the long run as they plan to place an even greater focus on community involvement, and leveraging the experiences (whether it’s dining, night life, shopping or markets) that are unique to Melbourne.

What makes this new Marketing Strategy quite innovative for destination marketing is that it is focused on the consumer journey in both offline and online spaces. This journey is not only limited to the City’s own online and physical platforms, but also those of the local businesses in Melbourne that make it such a memorable destination. With the launch of a digital marketing mentoring program for local business in the near future, the City of Melbourne is clearly committed to encouraging community participation in the city’s own marketing strategy, and with its new identity, it should have no problem doing so.

Salil Kumar
Current student in the Master of Marketing program at the University of Sydney Business School

Wednesday, 10 September 2014

Partners in Crime

Master of Marketing students go to Melbourne

Although Salil and I both spent much of our Melbourne shopping weekend with our own vast retail agendas, we came together where, and when, it counted most. Our ‘shop until you drop’ instincts took control as we fought our way through the plethora of fabric, countless discounts, and long fitting room lines during a busy Monday afternoon at H&M. This ideally situated flagship store in the Bourke Street Mall alongside numerous tram lines has now created the perfect storm for Australian shoppers and foreigners alike. 

Seen below, I’m holding my recent purchases and Salil, yet to decide on his own. What you wouldn’t see from the photo however, is the size of the store. Not only is it massive, but it is catered to everyone’s taste and sense of direction with clearly marked sections based on style and department. In order for the brand to excel here in Australia, being that this store is the first of its kind nationally; the shopper experience has to be perfect.  


The Bourke Street Mall in Melbourne’s CBD was a well planned and coveted location from the very start. H&M can also capitalise on its positioning here specifically because its clothing is costing less for many customers then the other stores nearby, such as David Jones, Bardót, Forever New, etc. The product and price, alongside its location (place), help initiate the marketing plan for this retail giant. Fortunately, H&M has a very international and well-traveled consumer base in Australia, so most of their promotion has already been done through the foreign markets and shopping abroad.

Finally, although the brand is planning its opening of a second location in North Ryde, NSW, it could probably benefit further from retail partnerships such as with Westfield, in order to get better positioning in the following year when they plan to open up a Sydney CBD location in the Pitt Street Mall area. You have to be strategic when you go international, and coming from Europe while supplying daily updated New York fashion is not an easy task.

Ultimately, I think Salil and I both had an exciting and successful shopping weekend, but hit H&M the hardest since we can’t yet shop the brand in Sydney. The price was right, the location was central and easy to get to, and you couldn’t go wrong with the variation of styles offered for both men and women. So marketers, pay attention! This was a good example of how to create a strategic marketing plan in a ‘hard to break into’ retail market.

Christine Drpich
Current student in the Master of Marketing program at the University of Sydney Business School

Friday, 5 September 2014

Advertising: Our new best friend

Our first course of the semester is finally complete! MKTG6208 Marketing Communications came and went, but not without colourful friendships, a few all-nighters, and one very (hopefully) proud professor (Kate Charlton, featured below).

 (Picture by Elle Liu – Current Student)

The course took its students on an incredible journey through the ins and outs of the creative process within Advertising – which is of course an integral part of marketing. The creative process in this course consisted of a creative brief and its later execution. We all quickly adopted roles within our groups to be the most effective agencies we could be in solving a communications problem based on market research, strategic planning, media planning, and much more.

We were exposed to real industry processes and even current industry directors. We were also given the tools to analyse and evaluate advertising to see how effective it could be by using the S.C.O.R.E criteria – which stands for Simplicity, Creativity, Originality, Relevance and Ethicality.

If you want to hear more about our experiences, feel free to get in contact with our program coordinators or find us on LinkedIn in the Master of Marketing group. We have many more success stories to share about the effectiveness of this course and the amazing challenges we’ve grown from.

Christine Drpich
Current student in the Master of Marketing program at the University of Sydney Business School

Wednesday, 3 September 2014

From Wonder to Wanderlust: How BA’s ‘Magic of Flying’ Took Off

‘Magic of Flying’ was a brilliant campaign created to remind travellers of the many destinations available through British Airways. Could BA leverage new technology and the outdoor surroundings to convey this message?

BA’s agency, OgilvyOne, came up with two digital billboards in London. Every time a BA plane flew over one of the billboards, the LED screen showed a child looking to the sky and pointing in the plane’s direction. Copy identifying the flight’s precise number and destination also asked the viewer to #lookup.


It wasn’t magic: the simple message required a complex execution. From scouting billboards at the right spot near the flight path, to setting up flight data reading antennas, this seamless integration of technology and backdrop took months to plan.

The effects were powerful. Many adults were seen pointing at the billboard in wonder, just like they pointed to planes in the sky when they were young. Feelings of wanderlust were then associated with the BA brand when viewers imagined the wide range of destinations to which the planes were flying.

The results: a Cannes Direct Grand Prix and an increase of more than 75,000 unique BA website visits. The ‘Magic of Flying’ showed the power of combining strong insights, integrating surroundings and using the medium to support the message for a wonderful outdoor campaign.

Gemma Valpiani
Current student in the Master of Marketing program at the University of Sydney Business School

Friday, 29 August 2014

Wayfinding: Where behavioural psychology mixes with business

Have you ever had that experience where you arrive at a new airport and walk out of the jetway only to follow the streamline of people flowing from the gateway towards baggage claim as if they have all done it and been there a million times? Well turns out, airport architects, construction personnel, behavioural psychologists, business managers, and marketing directors have all put their brains together to find a way to make sure you know which way to go no matter which airport you arrive at and despite how many times you've been there. This technique is called “wayfinding” and has been developed to create subtle cues which direct us to the places they know we’ll need to go.

(Source: https://www.segd.org/sites/default/files/styles/galleryformatter_slide/public/5559dp61_check-in.jpg?itok=GFILi8SL)

Pictured above is the new international terminal, terminal F, at Atlanta Hartsfield-Jackson International Airport (ATL). Here it appears that colour has been used to highlight and reflect traffic flow from the left side to the right side to direct passengers towards security check points after check-in. Light can also be used to emulate a calmer mood throughout the check-in or bag-drop process.

More recently, wayfinding has been finding its way on to our cell phones to make for easier directions and more comprehensible traveling experiences. Subtle cues in signs or on floors already help direct traffic flow, but being able to project three dimensional directions to your phone can one day help improve wayfinding significantly. Companies in Australia already implementing these techniques include Westfield for example. You can test out their wayfinding developments by using directories throughout their shopping centres.

(Source: http://www.harrisondesign.com.au/wp-content/uploads/2012/08/concierge-kiosk.jpg)

So, no matter where you are, or if you get lost, be it in the airport or shopping centre, which now-a-days are one of the same, you can always look for the signs that show you where to go unless one of the digital kiosks are available or you have the application on your mobile device. Also know that in order to get you where you need to go, business personnel thought very long and hard about the best way to plan their airports, shopping centres, even roads, all for your convenience.

Christine Drpich
Current student in the Master of Marketing program at the University of Sydney Business School

Wednesday, 27 August 2014

The McDonald’s ‘McMate’ – The Burger Created by Australia

Back in May 2014, McDonald’s Australia posted an opportunity on their Facebook page to allow fans to help create a new edition to their menu. The ‘Build Our Next Burger ‘ campaign allowed fans to select ingredients from a range provided by McDonald’s, and the most voted for ingredients/burger combination was selected. In addition to the ingredients, the name of this burger was also voted for by fans (through a Facebook poll), and the resulting ‘McMate’ burger is now available in stores across the country.

(Source: McDonald’s Australia Website)

What we’re seeing here is another prime example of co-creation – a concept well documented here on this blog.

Although on a global scale this isn’t the first time the brand has co-created with consumers (a similar campaign was launched in the UK, but it allowed fans greater freedom to select ingredients and to also name their own creations), it’s still a great example of how a brand can get their fans involved in a promotion that has the potential to create a greater sense of loyalty towards the brand. As fans are given a say in the production process of this new burger, they may consequently feel a greater level of ownership towards the brand; which has in turn been encouraged by the company through the copy on their advertisements (as seen above), and through various PR communications.

As mentioned by a spokesperson for the company, “We wanted to highlight our fans’ ownership of the burger, and felt there was no better way to demonstrate this then by flipping the restaurant on its head and letting Australians take over the kitchen and showcase the ingredients they selected for our first ever crowd sourced burger, the McMate.”



The brand, which has also been trialling a home delivery since last year, is clearly dipping its toes in new waters across Australia, so it’ll be interesting to see if they continue with this more collaborative approach in future campaigns.

To read more about their latest campaign, visit https://mcdonalds.com.au/mcmate

Salil Kumar
Current student in the Master of Marketing program at the University of Sydney Business School

Friday, 22 August 2014

Traveling the world with your personal brand

What if your whole personal brand as a university student was being an athlete and a student at the same time? And, what if that brand got to represent your country and your university all around the world? It must be an extremely challenging role to play, but the University of Sydney students representing Australia at the Commonwealth Games in Glasgow, Scotland, make it look effortless.



Seen above is student-athlete Matthew Mitcham as he competes in the Men’s 10 meter platform diving event in his third games. While he is studying Arts and Sciences at USYD, he has built the personal brand of a professional athlete and role model. I had the distinct pleasure of meeting Matthew at a closed practice in July 2014, as he was preparing for the competition. He was so unbelievably focused, yet polite and friendly – as it is an extreme talent to calmly greet curious bystanders all while striving to reach his goals. He later won gold in the Men’s 10 meter synchronised diving event with partner Domonic Bedggood.

Another student-athlete, Anneliese Rubie, who studies Arts at USYD, has previously spoken to USYD representatives about effectively balancing her university work with her focus and demanding preparation schedule for competitions. The level of mental toughness this portrays in her personal brand is immense, and is a quality many employers look for.

All in all, student-athletes are marketing and personal branding geniuses. By combining elite athleticism with prestigious academics, they display perseverance, drive, self-discipline, time management skills, adaptability, and flexibility, not to mention well-roundedness with all the traveling they do. Congratulations to my peers for all your hard work.

Christine Drpich
Current student in the Master of Marketing program at the University of Sydney Business School

Wednesday, 20 August 2014

If your mum were a professional, what would her role look like?

It's easy to take for granted the most important people in our lives, forgetting what they mean to each of us. That is, until we are reminded and given the opportunity to be grateful.

That's the insightful brilliance of the World's Toughest Job campaign by the agency Mullen for American Greetings. In the build up to mother’s day, the greeting card company tapped a universal consumer insight to develop an emotionally resonating ad to drive behaviour. What they ultimately created was a viral sensation gaining over 21.4 million views, for a rather mundane product, the humble mother day card.

So what consumer insight drove the ad and which consumer effects were targeted?

Consumer insights help to explain the why of a consumer’s action and can result in a new way of looking at an old problem. It's the revelation when you uncover a seemly obvious truth, which marketing can use to create ideas that resonate with the audience. In the World's Toughest Job, the consumer insight centres on the role of mothers in all of our lives. Mothers are the unsung heroes of the world, giving everything and expecting nothing in return. American Greetings is here to help you show your mum how grateful you are.

The objective of the online ad touches upon some of the aspects of integrated perception, having multiple effects on the audience. Firstly, it plays to emotions, driving an affective appeal by evoking the love we have for all our mothers, particularly in the moment when the job of Director of Operations is finally revealed as the work of mums.

Secondly, it leverages perception, using fly on the wall art direction and a reality driven narrative to draw the audience into the unfolding narrative, rewarding engagement with the punch line.

Finally, it drives behaviour, encouraging customers at the end of the ad to make a card for their mums, showing they are grateful.

This delightful ad is a clear standout for American Greeting. It's a new take on celebrating a mother’s thankless role, and a call to action for every child at heart to show their love.



Duncan Bell
Current student in the Master of Marketing program at the University of Sydney Business School

Friday, 15 August 2014

Umbrella Companies

Have you ever been shocked to find out that some of the brands and products you have been so very loyal to for ages were actually subsidiary companies to a larger, potentially less customer centred holding company? Well, Unilever is attempting to be one of the first to break that shock by incorporating all of its subsidiary companies into their newest logo, as seen below.


Research has recently found that customers are becoming increasingly aware of these company relationships and are therefore also becoming more interested in the intentions of their preferred brands and their holding companies.
It has therefore become pertinent to large companies such as Unilever to show their intentions and the success stories they are able to help create through their subsidiary brands. Although critics claim that the corporate figure should stay out of the advertising, Unilever is having success creating loyalty for the corporation through the inter-brand relationships that are now being recognized by consumers. This change in marking strategy will take a long time, but is ultimately hoping to increase consumer trust immensely.

Proctor & Gamble has taken a very similar approach with their Olympics ad which can be seen below:


This ad really helps show how P&G has contributed through all of their products to the Olympics and its athletes as well as their families. This type of campaign is really to identify the intentions of the larger company, their positive effects on consumers, and can really help create trust.

Christine Drpich
Current student in the Master of Marketing program at the University of Sydney Business School

Wednesday, 13 August 2014

The Key to Luxury Brand Revival - Is Evolution the Solution?

When it comes to luxury fashion brands I have this overwhelming need to be in the know; whether it’s following changes in their corporate line-up, or obsessively waiting for new campaign images to be released – it’s been somewhat of an obsession of mine to consume this information and catalogue it for later use. So when I recently read about some of the challenges that the Italian luxury brand, Tod’s, has been facing (they’re experiencing a continual slump in sales, profits, and the brand’s share price), it really got me thinking about how other fashions brands have turned things around when they were on a similar downward spiral.

In fashion, as veteran model Heidi Klum has been known to say, ‘one day you’re in, and the next day you’re out’ – the industry is notoriously competitive and brands need to consistently re-invent their products, the customer experience, and sometimes their brand ethos to stay relevant. There are very few brands (if any) that have the ability to get away with making very few changes to their business (think Rolex), but then they are often in a very niche market, and have products for which there is unwavering demand, and little competition.

Tod’s, which is predominately known for making high quality driving shoes, has in recent years branched out into designing luxury ready-to-wear clothing lines for both men and women, and has also been making accessories since the early 90s. The problem however is that footwear still accounts for around 75% of the Tod’s Group’s total sales, and when there is slower growth in the luxury market, there is greater reliance on this portion of it’s business to perform well. As mentioned in an article by The Business of Fashion, footwear is generally a lower margin product, and so most luxury brands diversify their product lines across several categories to stay profitable. Perhaps where Tod’s falls short on this strategy is that it has a reputation for producing high quality driving shoes, but perhaps not much other than that. The same article quotes Mary-Ellen Field, an intellectual property management and licensing expert, who sheds light on this problem from a consumer perspective – ‘Tod’s makes driving shoes. If you’ve been telling people you make great loafers for decades, it’s very hard to change their minds.’

Tod’s Iconic Driving Shoes (Source: www.tods.com)

This is a problem that many other brands in this industry have faced, and the most recent example of this is Coach, which has a long-standing reputation of selling ‘affordable’ designer bags and accessories. Although it was once a leader in this segment, it has failed to keep up with rivals Kate Spade, and Michael Kors, which have now gained more popularity among consumers in this market. Admittedly the situation with Coach is multi-layered, and attributed to several factors, however the challenge it now faces is similar to that of Tod’s, in that how does a brand known for one thing, begin to sell something else just as successfully?

The answer perhaps lie in the past, in that other fashion brands have notably built successful empires from a single signature offering. Burberry began with their iconic garbardine trench coats, Louis Vuitton had their flat bottom trunks, and Diane Von Furstenberg had her wrap dress - the list goes on. Fashion in itself is about reinvention and an evolution of ideas, so it can only be expected that brands in this industry be held to the same standard. But as simple as this idea sounds, the challenge most brands face in expanding their business is doing it in a way that is both logical to consumers, and still relevant to the brand.

It’ll be interesting to see how successfully Coach and Tod’s can turn things around in the next few years, but it’s probably safe to say that taking a step forward is still better than staying put where the fashion industry is concerned. I’ll issue a –watch this space – for now, but keep your eyes peeled for what is sure to be an exciting new chapter for both of these brands.

Salil Kumar
Current student in the Master of Marketing program at the University of Sydney Business School

Friday, 8 August 2014