IMPACT EMEA THE FUTURE OF MODERN MARKETING

The Future of Modern Marketing

MMA EMEA - The Future of Modern Marketing 1 © MMA - December 2020

MMA EMEA is not responsible for the opinions Brought to you by expressed in the articles published by the contributors present in this publication respecting the freedom of expression that is in line with the values ​​of MMA. This is a non commercial publication. Contact: www.mmaglobal.com Some images have been provided by the authors and [email protected] others acquired in Shutterstock, Adobe and Gettymages by the designer for editorial and non commercial purporses.

MMA EMEA - The Future of Modern Marketing 2 It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness, it was the epoch of belief, it was the epoch of“ incredulity, it was the season of light, it was the season of darkness, it was the spring of hope, it was the winter of despair, we had everything before us, we had nothing before us…..”

Charles Dickens, A Tale of Two Cities

Those opening lines from successfully; what they As one MMA CMO in the “A Tale of Two Cities” by have learnt along the way UK, ONCE said to me, Charles Dickens published and what they plan to do. these sessions are like in 1859 have resonated As the effects of Covid are mining for gold – you just in these unprecedented likely to remain with us need one rich seam and times. They’re as true for several months yet, we finding it, refining it and today as ever before and believe that their stories polishing it, can make a in my view a good place are as relevant today (a huge difference to your to set the scene for our few months on), as they success. “It was the first ever eBook following were when they were epoch of belief; it was the on from the Future of presented on our virtual epoch of incredulity.” Marketing MMA Impact platform at our Impact EMEA virtual Forum we Forum. I hope you enjoy Part 3 held earlier this year. here. My name is Chris “It was the best of times; Babayode, Managing Earlier this year we it was the worst of Director of the MMA published Parts 1 and 2. times, it was the age of across EMEA and here’s wisdom, it was the age of some context to our You can download foolishness.” I’m sure you sessions. them on https://www. can apply these phrases mmaglobal.com/education to a number of situations Our Forum build’s on the we are in across the globe. MMA’s DNA of supporting Companies and their and connecting the people have adapted, marketing industry. pivoted, reviewed, transformed and re- Our goal is to share launched when their backs carefully curated content have been against the with you, giving you wall. tangible tactics and strategies on how to In this eBook we share a navigate our current number of insights into reality paving a way for what marketers, agencies you to build sustainable and tech solutions growth for your Chris Babayode providers have done companies now and for Managing Director the future. MMA EMEA

MMA EMEA - The Future of Modern Marketing 3 Content Balancing Brand and Reimagine Creativity in Performance Marketing Mobile 05/09 10/23

Future-Proofing through Uncancel Everything & Innovation in the Face of Start Over Uncertainty 24/37 38/45

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MMA EMEA - The Future of Modern Marketing 4 IMPACT EMEA THE FUTURE OF MODERN MARKETING

Balancing Brand and Performance Marketing Lessons from Launching a Digital Business at Scale

MMA EMEA - The Future of Modern Marketing 5 Balancing Brand and Performance Marketing: Lessons from launching a Digital Business at scale

LUISA MAZINTER Former CMO TymeBank & MMA SA Chair Emeritus

Launching the first digital bank in South Africa is a hard enough task, but setting yourself the target of signing up one million customers during your first year seems almost preposterous.

Luisa Mazinter, former Chief Marketing Officer of TymeBank, takes us through some of the key aspects of how they actually managed to do so.

How important was mobile for the TymeBank campaign?

It was critically important to us because mobile is of course the primary channel for our market – we launched our new mass-market banking brand with an integrated, multi-channel campaign, designing all the elements of our campaign with a focus on making it work for mobile first, then expanding it out to other screens and channels.

You famously created 189 different creatives for your launch campaign. Why?

Before we launched we did in-depth consumer research, a deep dive into the aspirations of the market and the challenges they were experiencing with the existing banks and the financial products and services on offer at the time. This really helped us understand the gaps in the market and helped us refine the key elements of our customer value proposition.

At launch we had to strike the right balance between introducing a credible, trustworthy yet disruptive challenger brand in the market while acquiring new customers at scale in order to meet some very ambitious growth targets for the business. And we had to do both these things with very limited resources at our disposal.

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So it was critical for us to understand very early on which elements of our value proposition would resonate most deeply with our target market and which would drive the highest number of customer conversions.

In our pre-launch period, while the first of our new bank kiosks were being rolled out in retail stores around the country, we created a large, multivariate test campaign with 189 different creative executions. These were designed to evaluate which components of our value proposition and which combination of key messaging, imagery, copy and design variations converted most effectively.

And during this pre-launch phase you made extensive use of geo- targeting, correct? prospects living and working within Yes, TymeBank has a partnership with a 5km radius of the stores that went Pick n Pay and Boxer to locate our live, all the while learning which bank kiosks in their stores nationwide, combination of value prop, key but rolling out this branded hardware messaging, creative and copy worked into stores across the country was a best for our market. resource intensive and time-consuming exercise, so we needed to be very We limited our test channels to strategic about which stores to focus Facebook, Instagram and Google on first. A key objective was to test and also ran a series of direct and learn as we rolled out so we could SMS campaigns to our existing refine the messaging around our MobileMoney database. We were proposition before our big Above The careful to constrain reach in order to Line launch. manage demand over the trial period. All creative executions tested, even We had the geo-coordinates of all the those with a brand message, included stores in the network and devised a a call to action driving conversion. master plan in the pre-launch phase to install our first 25 bank kiosks in stores Our first 25 kiosks went live in that would give us a representative November 2018, so by the time the reach for our pilot campaign country- Bank officially launched in February wide. From these key stores, kiosk 2019, we knew what our best installation radiated outwards converting creatives were, we had a geographically, till we achieved much clearer view of who our early sufficient national penetration to adopters were and we knew which launch the bank. elements of our value proposition resonated best with different Throughout this time we targeted segments of our target audience.

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Were there any surprises as the campaign progressed?

In the first three months from launch we focused our efforts predominantly on driving brand awareness and consideration. We deployed an even mix of brand creative with the best performing proof point creative that we’d tested in our pilot. All executions included a call to action to open an account either in-store or online. Our digital media spend was predominantly focused on Reach during the launch period to ensure that our brand campaign was sufficiently amplified to make up for our limited Share of Voice across traditional ATL channels. Our ATL Share of Voice was just under 3% in our category.

What really surprised us is the impact the investment in our digital brand campaign had on our overall performance metrics. Three months into the campaign we re-balanced our digital media budget – we switched off our brand campaigns and focused all our media spend on performance objectives. And performance suffered across the board. A month later we decided to reinstitute our brand campaigns alongside our performance ads, and performance immediately improved.

What this clearly proved to us is...

... how powerful digital that you need to strike the channels can be when fully optimal balance between 1 integrated with a multi- 2 brand and performance channel campaign, and marketing to achieve above average results. Facebook, Instagram, Google - which delivered the best results?

Each of these channels performed well. Facebook was a key channel for us across the board, providing incredible reach and great conversion rates from day one. Some of our campaigns on Instagram had phenomenal conversion rates, albeit with much lower reach.

We started focusing on SEO very early in our lifecycle (a year before we soft- launched) and our organic search performance grew consistently over time. This was amplified through our focused PR initiatives at launch and continues to perform extremely well.

We only started investing in PPC after we soft launched, but this also became a major performance driver for us. Google Display Network performance started slow but its effectiveness has grown in leaps and bounds over time.

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Facebook, Instagram and Twitter were incredibly powerful channels for us, they allowed us to capture the market’s attention, introduce our unique, disruptive brand voice and personality to the market and enabled us to maintain engaged direct relationships with our customers. We invested a lot of time and effort in designing and executing innovative community management techniques which are still driving strong brand engagement and affinity to this day.

The most important thing you learnt from the campaign?

We were in such a unique position with this brand since TymeBank was the first new bank to be launched into the South African market in 19 years. We had to generate national awareness and build credibility for a completely new banking brand in the market, plus we had to drive people to the web and/or a non- traditional, physical retail environment to open an account.

My biggest lessons were that:

INTEGRATION A deeply integrated, mobile-first, multi-channel marketing communications strategy is the best way to launch a new brand in a mature and very competitive category

PR & DIGITAL

PR and Digital are very powerful support channels

BRANDING & PERFORMANCE

DIgital brand advertising lifts performance and is a critical piece of the marketing mix

In summary, there’s no reason to treat your brand and performance strategy separately. Our brand messaging enhanced and supported our performance marketing initiatives, which made it possible to get the best return on a very limited budget.

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Reimagine Creativity on Mobile

MMA EMEA - The Future of Modern Marketing 10 Reimagine Creativity on Mobile

What did you miss most during lockdown? The daily commute on the Tube ISABELLE QUEVILLY Head of Creative Shop UK - Facebook & Instagram What’s on your bucket list? Helicopter ride over the Grand Canyon

What’s your favourite way to relax? Walking and taking door pictures, my Instagram @wimbledon_doors

Creative Shop is a 300 people global team coming from a diversity of creative backgrounds.

Our mission is to explore the creative potential of our platforms – to help businesses connect with people in meaningful ways, and succeed more often.

Today my goal is to leave you inspired by new creative opportunities on mobile that go beyond the traditional use of image and video ads that you would see on our platforms. So, each of the three examples I’m going to share will make your brand stand out on mobile, but also achieve your marketing goals, performance goals.

The first area is to think beyond creativity and start looking at creativity as an ecosystem of creative technologies, and really explore all the technologies available around the mobile platform.

Facebook offers a broad ecosystem of tech partners that allows marketers to create a new generation of ideas.

You can find the partners directory on our Facebook for Business website. This gives you ideas that are unique to the mobile device, but also responsive to the user’s environment.

And I’m going to start by showing you work that Creative Shop did with McDonald’s France and TBWA in 2019.

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As you know it’s a very highly saturated food delivery market, and McDelivery needed a way to drive app installs and mobile orders to a young millennial audience.

The client objective was to leverage platform signals to meaningfully connect McDonald’s to millennials at the very moment they’re making the decision to eat out or order in. And the idea is quite simple. It’s called McDeliverain – when it rains outside, it rains in your feed. Leveraging real-time, local weather signals to drive app installs & order intent

Context Client Objective

In McDelivery’s first year breaking How can we leverage platform into a highly saturated food- signals to meaningfully connect delivery market they needed a way McDonald’s to French Millennials to drive app installs and mobile at their moment of hunger, and orders with their elusive young intercept them during the precise Millennial cohort. time they are making the decision to eat out or order in?

Insight & Strategy Creative Idea

Insight: the less appealing the How can we leverage platform weather outside, the more signals to meaningfully connect appealing food delivery becomes. McDonald’s to French Millennials With FMPs MakeMeReach and at their moment of hunger, and TVTY, we leveraged real-time, local intercept them during the precise weather signals to reach the French time they are making the decision audience in IG/FB feed and stories to eat out or order in? in the exact moment, and in the specific postal codes, rain hit. And to drive it home, these ad units all link directly to the McDonald’s app in the App Store or GooglePlay.

POSITION McDonald’s as the rainy- day hero

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We launched a mix of mobile ads that show up when and where it’s raining outside, so it’s all connected to different streams of information that makes the idea pop on the screen at the very moment it’s needed.

And what happens is it shows a beautiful French street scape obscured by the rain, and then the rain shows up as if it was beating upon the glass of the mobile phone.

Very arresting visual. And the animation shows the solution called McDelivery, so it leverages weather based targeting and dynamic movement.

IG Story "It's raining in your neighborhood. Why step outside? Order McDonald's. Download the app

Download the App IG Story FB Video in-feed FB Video in-feed

In terms of performance this campaign resulted in over 20 000 apps downloads, 6.5 points in order intent, Results and Impact and also a CPI of €0.48. • Reach: 1,559,246 And for McDonald’s critical 18-24-year- • 20,969 app downloads old audience, we saw the lowest CPI • +6.1pts Ad Recall (among 18- and highest brand lift across any other 24yr olds) age demographic. So very interesting • +6.5pts Purchase Intent (among use of our platforms and connected 18-24yr olds): "how likely are you technologies to create something very to order food via home delivery unique for the end user on their mobile through the McDelivery app” phones • CPI (18-24yr olds): 0.48EUR.

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I’m going to show you a second example, or stream of ideas that you could explore, which goes beyond just ads, and really thinking about experiences.

This creative space is to use our technology such as Spark AR to reinvent marketing solutions that work in your industry.

I’d like to show the Stack it up AR Game we created for the launch of the new pop single from Liam Payne.

In the music industry it is known that repeated listening is key to the success onto radio playlists in order to get the public to hear it.

But how do you launch a new track to a changing audience who doesn’t listen to the radio as much as it used to, and spends most of its time on mobile?

We looked at insight and we know that GenZ are in control of their entertainment.

We also saw that 70% of all AR users on our platforms were aged 16 to 34, and we found that they use gamified effects the most.

With these insights, we came up with the idea to make their passion for music and gaming to play the role that traditional radio would play in launching a soundtrack, but used it in AR.

The more you play the game, the more you hear the hook of the new soundtrack.

MMA EMEA - The Future of Modern Marketing 14 Reimagine Creativity on Mobile

An augmented reality game with a new pop single as the soundtrack

Context Client Objective

For decades the music industry has Launch Liam Payne’s new single to known that repeated listening is the a Gen Z audience key to success for a track when it’s Generate streams released. Historically this has been achieved by getting your track onto Radio playlists in order to get the public to hear it. How do you launch a new track to a Gen Z audience who doesn’t listen to the radio?

Insight & Strategy Creative Idea

Gen Z are in control of their Make a game that’s addictive, and content. They expect interactivity by using the “hook” of the track as in everything, including their a repeating soundtrack we create entertainment. the same stickiness as multiple radio plays. 70% of all AR users on FB and IG are aged between 16 - 34, and within that, they use the gamified effects the most.

By mashing up their passion for music and Gaming, you essentially play the role of radio in AR: The more you play, the more you hear it.

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Here’s what the creatives looked like.

It’s called Stack it Up , a new addictive game filters using the hook of the track as a repeated soundtrack, where it creates the same stickiness that you would get when your radio is playing a soundtrack many times a day.

We then launched a series of assets.

Here you see an AR filter you can play by tilting your head.

Liam Payne played with it as well; shared it with his fans. And then when we also launched this experience we also had AR adds promoting both the game and the single soundtrack.

So, what’s the impact of such approach?

The KPI’s was to drive awareness of the new track. Measured results The campaign generated over 1.1 million play of the AR game, 5.27 million in • The main KPI was to drive reach, 5.28 excess awareness points, awareness the track and also plus 19.4 points of ad recall. • 1.1M (use of the AR game) • 5.27M (reach) Another interesting component when • +5.2pts (awareness) we talk about marketing performance • +19.4pts (ad recall) and I’m sure you all have that at the top • £0.49 (cost per click - very low of your head when you evaluate where for category) to do your next campaign.

MMA EMEA - The Future of Modern Marketing 16 Reimagine Creativity on Mobile

We see a cost per click in this case of .49 which was very low for the Key learning category.

As you can see in this example we Experiment: To explore the translated a well trusted marketing relationship between Gaming, solution that came from the radio. Augmented Reality and Music and the impact on repeat listening. The music industry knows it worked well for its marketing, but we Result: As shown by the results, the transferred it to today’s mobile AR game served the role of radio environment using gaming and music for a generation that doesn’t listen in an AR mobile ad, and it worked. to radio.

Anything you can look to explore, reinvent, the good old solutions that you know are working, is something to try.

The third creative space I wanted to share with you is thinking about not only mobile production, but also remote production.

This is very new. It’s a recent example, only a few months old.

I thought that would be relevant for everything we are going through together as we’re planning for H2 this year.

We know that Covid has brought some new normal to us all, and in this case Creative Shop Berlin worked with the fashion retailer Zalando and its creative agency Kolle Rebbe, production company BWGTBLD and the director Stephanie Soho to produce a new type of marketing campaign: 100% remotely produced.

Covid-19 forced Zalando, as many of us, to rethink and adapt their planned sports campaign.

MMA EMEA - The Future of Modern Marketing 17 Reimagine Creativity on Mobile

It was originally anchored around the Euro and the Olympics and the main asset was supposed to be a 16x9 horizontal film manifest made for television, but with the lockdown it was no longer possible to produce the main asset in this way.

As a result, the brand decided to invest the originally planned budget for TV and into a digital-first campaign.

They had to switch from the original team sports topics to individual sports topic and home workouts, which was the new reality that their communities were facing, and everything from messaging to look and feel, production plan, had to be reworked, and we had three weeks.

We were together in spirit, but we were separated physically. And this is kind of the journey that we went through, and something that you might find useful as you plan your upcoming campaigns.

So how did we do it?

It was very much learning how to be a agile together.

We established clear routines with bi-weekly calls with all the stakeholders involved for fast reviews, feedback and decision making.

We worked with the brand and agencies on daily calls – what you would call stand up meetings if it was happening in real life.

We also agreed as a group that we were not aiming for perfection, but we had to deliver.

We would have never managed to deliver that amount of assets with such a short span of time. Instead we released the films as we got them – on the go. It was agreed with everyone that it was the feel that we wanted for the campaign.

MMA EMEA - The Future of Modern Marketing 18 Reimagine Creativity on Mobile

Redefining In the first week we shared some trends from conversation analysis, we looked at training at Strategy & Ideation home, collaboration.

We looked at trending hashtags in the community around “united” and “together”. We ended up on the “together” and “strong messaging” giving the floor to consumers.

At the end of the first week, the production company, the director, Stephanie Soho, were already selected. The client realised there would not be time to have the usual request for proposal process and investing time in many potential partners. So, it was all about trust and speed, which are the two components that are essential to deliver this type of campaigns in this timeline. Everyone had to trust that the team on board knew what they were doing.

Creative Idea, Influencers Set-up, In week two we focused on helping source Media Strategy & Assets Definition the influencers, using a combination of existing collaborations Zalando had, suggestions from our production partners, suggestions from a diverse pool of partners and we started to run the media planning workshop, organised the strategy, defined the assets, and quickly reorganised the team around the next phase;...

Mobile & Remote Production which was the third and final week where we & Post Production had the production meeting.

We worked closely with Zalando and their creative agency on how to build mobile first for our platform: how to create vertically, shoot for vertical format, how to create dynamic video and sequences, to really make the creative compelling.

MMA EMEA - The Future of Modern Marketing 19 Reimagine Creativity on Mobile

Let me show you some of the assets that came out in the first phase. These are paid examples assets, and what I think is most interesting is within - three weeks we were able to actually really bust some of the fashion production myths - which was not necessarily the intention.

What we realised together as a team working with the client and the agencies, is that first of all, theoverall remote budget to produce this type of work was 6.5 times smaller than initially planned for a regular fashion production. So, really interesting economies there for the brand.

But also, we realised that maybe some of the fashion production myths where not necessarily true anymore when the main device is mobile for both users and creators.

For example instead of having one branded set and brand location, we actually had 12 remote and individual sets – one for each influencer in their homes.

We had one remote director and 12 self-made hair and make-up artists.

We didn’t need to have a whole production crew.

We had influencers on their smartphones, in terms of equipment, using a tripod; there was no need for cameramen.

And this is really a first inhaving a 100% mobile and remotely produced campaign. So again, another interesting area that I think is probably going to come and grow for the rest of the year and probably emerge more and more.

MMA EMEA - The Future of Modern Marketing 20 Reimagine Creativity on Mobile

I hope the three examples have inspired you to rethink how you can reimagine mobile marketing, and shape the future.

I invite you to join our Facebook for Business community if you want regular updates and inspiration.

Sarah - Isabelle, we have some Isabelle - Not necessarily. I think questions here’s our first one. the users are still very much similar, Have you seen more of a migration especially on Instagram. I think what of your users over to different we’ve seen is people using more Live platforms since lockdown, for on Instagram, so maybe some of the example more generation Z actual features or surfaces within the migrating to Instagram from apps have changed, but user otherwise – demographics – would be similar. WhatsApp, for example?.

Sarah - We’ve got another question... Isabelle - I think definitely the idea What are you seeing as the sort that we would take something that of biggest barriers at the moment was designed for a TV environment for brands adopting a creative and adapt it to mobile is often a first approach when it comes to barrier. Because you have to invest in mobile? productions for moving a 16x9 or a 60 seconds; making it shorter; making it The technology is there, and we’ve vertical. And that comes at a cost that got some amazing opportunities to do actually might not be the best use of some great things, often it requires a the investment. little bit of extra budget to experiment and during these hard times budgets Maybe creating natively for the are tight, and it could be the fact that platform, and the format and the a lot of the focus of the concepts and communities that we have, offer ideas come from within the agency some more interesting creative and space, and perhaps not so much from marketing performance. the brand side. A bit like the McDonald’s example, I think – creating firsts for the platform; But where are you seeing the thinking about this is what mobile biggest challenge to really push gives me and how do I advance creative first on mobile? my marketing objectives using this environment rather than trying to adapt something that was designed for out of home or TV.

I think that’s one of the barriers often.

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Sarah - And do you see brands Isabelle - I think we see a lot of embracing it more? Or do you brands at the moment building their see agencies building their own internal capacity, or we see as capabilities and staff and skill well creative agencies teaming up sets to really help drive this with marketing platforms, mobile e-commerce sort of agency automated platforms; so this is definitely growing especially as through to brand? everyone is going to also be looking more at e-commerce opportunities, and being able to respond very quickly.

The entire industry, I think, is adapting very fast at the moment to those new realities, and bringing some of this agility that some of the digital native players have had for a long time.

Sarah - Snother question around the Isabelle - Creativity can really help impact of creativity in terms of how you stand out, and without the it’s measured. constant reinvention in trying to put the creative at the forefront then Is it easily measured in terms of you can easily plateau, and stay in a performance, or is it still seen comfort zone, but that’s not going to as a very much sort of brand push your performance. awareness and a nice to have when it comes to the possibilities I think having the balance of constantly trying to bring creativity back is of what we can achieve with the important. creatives on mobile? For example, we have a split test approach where we work with creatives and brands to look at what is the best new idea that we could bring in. What is the idea that serves our goals the best?

And then we put into market, we pre- test some different avenues to learn and be really responsive to what the signals are so that we can come up with new ideas all the time. It’s critical to continue to innovate and take advantage of the technologies that are coming up all the time. Definitely.

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Sarah - And do you see today’s world Isabelle - I think it’s very important impacting on that ability to innovate, that we respect people’s privacy and as we become tighter on privacy, data that shouldn’t be limiting creativity. restrictions, costs, everything that allows you to be really creative and I think creativity is happening every innovative. day when you see the creators’ community we have Spark AR; when Are you seeing that being you see some of the new behaviours squashed, prevented, or do you that people are adapting on the see there being a real opportunity platforms, the gaming for example, all going forward to explore further the playable ads, etc. about what we can do on mobile? There are so many new ways to innovate.

I don’t think it’s limiting. I think it’s important to have it as a critical parameter to respect people’s privacy, but then beyond that we are just scratching the surface of AR, VR, mixed realities, AI, and what we can do.

So, no I think it’s actually a very good time to be focusing on creativity on mobile.

Sarah - And do you see Isabelle - For the UK, I think there’s lot differences across different of innovation, definitely. regions? I can also say, each market has got its I mean, do you see sort of a big own strength and magic, but in the UK we still have a wonderful scene that is surge of skillsets coming through very good also in terms of technology. maybe where you are in the UK, So, tech innovation for creativity, ad compared to other regions, or are tech, mar tech, AI is also a very good we sort of pretty much on track community in London. And then there across EMEA? is also all the business innovation.

We’ve got big start-ups community; very dynamic scene as well in communities. So, I think London is still thriving in terms of bringing new ways of creating and I think there’s loads happening.

MMA EMEA - The Future of Modern Marketing 23 IMPACT EMEA THE FUTURE OF MODERN MARKETING

Uncancel Everything & Start Over

MMA EMEA - The Future of Modern Marketing 24 Uncancel Everything & Start Over

MELIS ERTEM Regional Director MMA MENA Managing Director MMA Turkey Let’s meet...

HANDEM CELENKLER ERDEM TOLON SAMI BASUT Turkey Brand Director Deputy General Manager Executive Creative Director

If I were an animal, What’s on your What’s on your ‘to I’d be a… favourite way to relax? do’ bucket list? A lion, in line with my Building and repairing Write, produce & direct Zodiac sign classic cars with my a Broadway show kids

What’s on your ‘to What’s your What’s your do’ bucket list? favourite quote? favourite quote? To visit Machu Pichu “None of us is “Brevity is the smarter Soul of Wit” than all of us” - Jim Rohn

MMA EMEA - The Future of Modern Marketing 25 Uncancel Everything & Start Over

Erdem - We’re going to talk about COVID-19 and we’re going to be using “The adidas Uncancelled Cup” as a case to show how a crisis can be turned into opportunity.

As we all know, Covid-19 has changed many things in our lives so as to say COVID 19 played as a catalyst for changing our World.

As Kantar we are working more than 100 markets in the world and we conducted a study called KANTAR TGI Quick View, across 30 markets to understand how online behaviours are evolving.

We ran a survey during the Pandemi time, over 65 000 panellists, representing around 900 million people in 30 countries.

I can tell you that based on responses 65,000 panelists that we gathered via Kantar TGI representing 900 million Quickview; the consumer buyer and media consumption behaviour has people in 30 countries changed and evolved fast.

A lot of things have been cancelled – we didn’t go to work; schools are closed and the majority of events have been cancelled.

In TGI QV we asked people what has changed in their lives and 28% of people in EMEA region has mentioned that the Corona virus outbreak has encouraged them to use virtual services more.

28% of people in EMEA And also, when we asked people do they region mentioned that believe that the social networks have become the COVID outbreak has more important to them, 25% of people said, yes, the social networks had become a lot encouraged them to use more important to them in EMEA where it is virtual services more. 34% in APAC.

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Another question that we asked them was if the Corona virus outbreak has Has Corona virus made them more worried about their outbreak made futures . you more worried about your future? The answer was yes in all the markets - YES with 28% in EMEA and 29% in APAC - people are really worried at the EMEA - 28% moment. APAC - 29%

Respondents also highlighted that home working will be more popular after the outbreak. home working will And we asked them a political be more question, whether they trust their popular after Government to make the right choices for the good of their the outbreak. country during the Corona virus 36% of people in APAC outbreak. 46% of people in and 28% in EMEA mentioned yes, EMEA started but only 19% in North America and following news and 16% in LATAM said yes. So, there are current a airs more often than they were some distinctions generally between doing it before COVID. countries, regions, around Europe, but what we can say is that some parts of behaviour, especially in terms of media 46% in EMEA mentioned consumption, was closing correlated that they started watching, TV, series, within each market. films and movies more.

We looked at people’s behaviours during the Covid crisis – 46% of people in EMEA mentioned that they 37% in EMEA mentioned started following news and current that they started using affairs more often than they were instant messaging and video services, and using doing it before. social media, and watching online videos more. 46% again in EMEA mentioned that they started watching, TV, series, films and movies more, and also 37% Do you trust your Government to make the right choices for the good of your country during the mentioned that they started using Corona virus outbreak? - YES instant messaging and video services, EMEA - 28% and using social media, and watching APAC - 36% North America - 19% online videos more. LATAM - 16%

MMA EMEA - The Future of Modern Marketing 27 Uncancel Everything & Start Over

And we, of course, asked them what they started doing less often during COVID crisis. 24% of people in EMEA mentioned For example 24% of people in EMEA mentioned that they started going out that they started to eat and drink less, 23% stated that going out to eat and they are not using public transportation drink less during as used to, and that they also cancelled COVID. going to music events, going to the cinema, theme parks and to sports events. 23% stated that they did not using A lot of behaviours have changed, and we have also seen this from a digital and public transportation mobile perspective. As an example, in as used to, and also terms of media consumption we have cancelled going to seen some records set in Turkey - TV music events, going household viewership was around 9 hours and 15 minutes, which is the to the cinema, theme highest for the last ten years. Many parks and to sports people have started watching TV again events. and even millennials increased their TV consumption.

In addition we have seen during the Covid crisis that the majority of the companies started to find new ways to explore and to use technology.

Things bring us to our case study, where in talking with Sami and Handem about the Uncancelled Cup, it’s clear that this is a combination of how the Covid crisis is a threat, but it can also give a lot of opportunities.

I think Handem and Sami, they did a fantastic job, because not just as a researcher, but also as a viewer, and also an Instagram user, and also a game player, online game player and PlayStation player, what I can say is that this case study did a fantastic job.

Let’s have Sami walk us through the adidas Uncancelled Cup and how they came up with the idea.

MMA EMEA - The Future of Modern Marketing 28 Uncancel Everything & Start Over

Sami - I think we were devastated with the pandemic.

I remember we were all hearing news about something being cancelled. Sports events were being cancelled.

I recall we were supposed to have a Champion’s League Football Final in Istanbul, and we prepared a special design, and we were talking about how we are going to create a campaign around it. And suddenly there was the news that everything was cancelled, and we were like oh no.

I can say that it’s been a privilege to turn all those threats into opportunities, because we were already talking with all the football players, getting on board with them, and suddenly we came up with an idea that why don’t we ‘uncancel’ a cancelled cup.

We knew that Europe 2020 was the hit of summer, and we said why don’t we give it a go from our homes through PlayStation and we called all the celebrities that we worked with, our assets, our football players, and we decided to create a league which was like, can we orchestrate a Euro Cup 2020 from the comfort of our homes with adidas?

Although it seemed like a nice idea at first, then we understood that it was a hassle because all the internet connections were different.

We wanted it to be a live event, and suddenly we were like oh, my God, what are we going to do?

We have learned that through these times, although all our retail shops were closed, we ended up having a Black Friday moment in mobile commerce.

What we did was really uncancelled Euro 2020 League, and to connect people through their PlayStation consoles into a game. The experience was as we were all stuck in our homes.

All the design elements were done at home as well. So, the vision was that all the stuff that we wore was also part of the experience.

MMA EMEA - The Future of Modern Marketing 29 Uncancel Everything & Start Over

So, we all did these connections, and the planning, from our homes, and everyone was stuck at their homes, and there was something happening.

Suddenly a footballer had to do a live interview, so had to cancel the game.

It was always like uncancelling the cancelled event.

The keeping up of the fixture was a very big struggle as well.

What we learned through the process is even the draw – so who’s going to win for which team, for which country, was a big event.

We did it on mobile Instagram Live, and 150,000 people were watching them live.

Who’s going to win? Who’s going to play for what team? It taught us that we had to always come up with better ideas every day, to make sure that the viewership was high. So, all the events, all the sports games were twice the size of a stadium. So, everyone was watching it live, and there were challenges, so we had to come up with an algorithm that united everyone’s internet connection onto the same level. And someone was commenting on it, while two other players were playing, and people were commenting live, and we were answering all those in real time.

It was like orchestrating a big league from the comfort of our homes.

It was a very mobile experience, because everyone really watched it from their mobiles.

We were Instagram Live-ing it at the same time, but also we launched uncancelledcup.com where people could watch and see the fixtures, the scores, the positions of the game, and the best roles happening amongst the celebrities and the footballers.

MMA EMEA - The Future of Modern Marketing 30 Uncancel Everything & Start Over

We had an Adidas trainer voucher for the ones who predicted who’s going to win.

It was an handmade special collection with a designer – with an illustrator called Artos, and sent it to those people – 10 special Adidas Superstars were sent.

The final was an experience like a Superbowl. It was a four-hour event. There was a pre-concert, a halftime show with Zeynep Bastik, who is one of the main loved celebrities of Turkey; and then we had a friendship game with influencers, and an after party with a DJ. who is also an idol for sneaker culture.

It was like if a live event which could be set up from Zoom or from our homes – what it would be like, is the question that we asked ourselves.

Our motto was “whoever is good is going to win the cup”. It was a great experience.

Erdem - I think now everybody is on the same page about what uncancelling is. You turned some negative terms like cancelling into a positive term.

When I first heard about this adidas Uncancelled Cup, it was like the undo, right.

With the Covid everything is cancelled, but you undo it, and you uncancel it.

It seems very funny, it increased a lot of awareness, but I think there are some risks, because there is always this technology behind it, and there is this Murphy law – everything works, you do your checks but on the live event you might expect a lot of things.

Here’s a question how easy or difficult did you find planning and coming up with all your campaigns during lockdown, especially based on the adidas Uncancelled Cup?

MMA EMEA - The Future of Modern Marketing 31 Uncancel Everything & Start Over

Sami - As all the live events we learn that we can always expect the unexpected,

I remember for example in one of the games, one of the footballers said “I cannot play anymore”, and he just got out, and his son had to play to the end of the game. Some substitutes are happening and you have to adapt to that; you have to adjust to that in a way.

The key thing was that we trusted each other a lot, and it was a mutual experience, because we knew that we could pull it off together, and we said why don’t we create a team that is not an agency anymore, that is not a client anymore.

There was also lots of commerce at the end as well. So, all connected like a team, and we called ourselves an uncancelled team, and there were the technology partners AMVG, the media company Mediacom.

We had to adapt every day.

Normally in a campaign like this what you do is planning everything before, but what happened was we had to plan it every day, and had to re-plan it every day and re-plan it again every day.

It was a wild experience – a very courageous client – and I think it paid off and in the end. It was the most talked about campaign of the pandemic.

Everyone was talking about being there for people, but this campaign was really not talking, but doing it; acting on it.

I think it was a maker campaign, and people really were tired of seeing the same things; like oh, we’re by your side, or we’re here to help, we’re here to support, ... And actually, wanted to see something different. Wanted to be entertained.

I think what we learned with TGI Data the lockdown affected our well-being as well. It’s like we lost our confidence in a way as well. So, this campaign also invited others to create. “Yeah, we can do it from our homes” – an illustrator drawing something and it’s going on air, or someone is playing on Zoom and it’s being broadcasted live on TV, or on Instagram.

Everyone was like the more they saw it, the more moral was building up in a way. I hope that explains what we had gone through.

MMA EMEA - The Future of Modern Marketing 32 Uncancel Everything & Start Over

Erdem - It’s a gathering of a lot of first things like you’re playing PlayStation and broadcasting it through Instagram with a live audience, with live players, live commentary, and I think it was a very difficult task, but you managed it perfectly.

One of the things that I wanted to ask you is you said content is king, so if content is king then context is God.

This is a great example of how we can define those. Because the celebrities that you have used, like well-known celebrities in Turkey such as ACUN, the producer of Exathlon (Survivor in Turkey), which is the highest rated TV show in Turkey.

It’s not a coincidence that everything came together. So, it’s some great planning, and it was a great effort.

What would you do differently if now we are here today and you go back two months ago. Any thoughts say in terms of technology?

Sami - We learnt lots of things through the process.

The Internet connection was a disaster, because we were connecting to Survivor Island, which is in Dominican Republic, and it’s like you cannot control anything at all over there. And it’s the same in Turkey as well; so, one of the football players was in a summer house, and the internet connections were lousy.

I would definitely partner with a telecom company that would rewire all those internet connections. And actually, we did that as well, by the way. We had to go there and we had to buy a guy a PlayStation. One of the guys didn’t have it with him. We had to reconnect him to fibre internet.

I think I would not do it daily, because what we did was we had eight matches every day, and it was so tiring, because you come from one and then you went to the other.

10 days was really tiring and exhausting. I would do at most four games a day, and probably I would definitely try to create more content for the games.

MMA EMEA - The Future of Modern Marketing 33 Uncancel Everything & Start Over

We did every position of the game, and some bite moments which were stackable, but as we did eight of them together, it was the executive summary of the day in a way.

We had many, many great moments, great jokes, many commentaries that could have been wider, and I would definitely work on those stuff – create some memes around those.

We were all real time as well.

The great thing about this was that it was an experience project. it was branded content, but also the commerce side was also working, so we had a Uncancelled collection which was sold on Adidas.com as well. And we have seen the rise of commerce there, and also the download of the app.

It was a really integrated 360 experience economically as well. And while everyone was talking about the economy going down, we’re actually creating a new kind of commerce for one of our clients, and it’s all about growing the business anyway.

It was a great experience from the agency’s side as well. We’re not just idea partners, but we’re partners in “crime’ and everything that we were doing, in a way.

Erdem - Next question that I want to ask is, at the beginning of the year, and also the last year, one of the major topics was gender inequality, and as we have seen all the videos, it is usually male oriented, right?

Because it is football, it is PlayStation. And I want to ask you, because as Kantar we are part of being un-stereotyped, we are supporting gender inequality issues,

Sami, are you going to be doing a similar project with Adidas or with a different brand, including women only? Do you have any plans for that?

MMA EMEA - The Future of Modern Marketing 34 Uncancel Everything & Start Over

Sami - Actually, we really thought about this.

The first one was supposed to be a men league, the second one was supposed to be a women league, and then we also wanted to also have the third one where it is women vs men.

As you know in WPP we are also really rooting for gender equality, and all the projects that we do are very un-stereotype, and that’s what we were planning as well, but then suddenly every summer location was out. And even the league has started, so we said we will lose the hype experience, because it was very well-known, and very well-placed, and other brands tried to imitate us as well, but what they did was they just broadcast it, not live, but they broadcast it with shooting it, editing it, and then doing it.

We knew that it wasn’t the right way to go. You cannot live stream – you cannot broadcast a livestream of Instagram. Because it’s live, that’s the experience. And we have seen many things that would never happen in a game, I mean if we broadcasted it from a shoot beforehand.

I think the jokes were very real, and we learnt to adapt to that. One of the main keys was to make it live, and people said “you’ll never be able to pull it off live, because it’s not do-able”, and we partnered up with our technology partners and tried it like it five million times at least before we went live.

I mean to your question yes, there could have been a girls’ league as well, but the timing was not right; I think the context as you said, it’s not only about content, it’s also about the context, and you plan it with everything on your side.

Erdem - A further question, what has the audience feedback been in general?

I can add something here, because as Kantar we monitor Twitter, Facebook, Instagram and all the social channels, and we have seen a dramatic increase, a huge increase in audience awareness, followers and the buzz that this created on social media.

So, Sami what was the feedback that you got from the audience, and from others, because you mentioned that, I think, it even impacted sales, so it’s not just awareness, but sales as well, but in terms of the audience how was the feedback?

MMA EMEA - The Future of Modern Marketing 35 Uncancel Everything & Start Over

Sami - We were always trending topic every day, so that was a good start that everyone was talking about. But I think the great experience of the users was, they rooted, for example we were into semi-finals, so as Turkey went into semi- finals everyone was getting their flags out. t was like real experience as if we had won the Euro 2020 and we went into the finals. This explains a lot about the type of engagement that people felt.

It’s a little bit about the casting, so the players were very well known. They were all either celebrities or great football players that everyone was following. And their Instagram feeds were always talking about the event, and we planned everything with media in mind as well.

The reason why we had Acun, because Survivor (Exathlon) was the lead content everyone was watching, and we had advertorials there, or the Survivor (Exhatlon) Island people were watching the final game as well.

We were Instagram Live-ing it, and everything was really a matter of orchestration of the media, people; and as everyone was in lockdown, they didn’t really have many choices as well, so this was a brand bringing them the excitement of real football.

Erdem - My son plays football. He plays football for Fenerbahce Club, as a goalkeeper, under 11. He plays PlayStation, so I’m really used to the concept although I’m 40 years old, I am used to PlayStation and Instagram.

PlayStation is a major entertainment in our house.

What I can say in general is that you have combined technology with a limited time, you mentioned that you didn’t have time for planning for months and months, so it was real time, and also the playing was real time, and I want to ask you for the other markets in EMEA Europe, what would be your advice be and which industry, which categories should be investing in events like this, like the adidas Uncancelled Cup?

Which categories do you think might be interested in and it will create benefits for such brands?

MMA EMEA - The Future of Modern Marketing 36 Uncancel Everything & Start Over

Sami - I think it’s about understanding your audience and who is your brand advocate.

We always knew that the gaming industry was one of our key markets, but we have never done something like this for them, and it also helped us to reconnect with them. And we had like major increases in the gaming people it’s about that started to follow us.

The first thing that I would suggest is that if understanding you’re in youth brands, definitely go for the gaming industry. And the gaming industry your audience and feels like - I think it is stereotyped a lot, and it’s always like people with no money, or who is your brand eating pizza and playing PlayStation and anti- socials, and it’s not like that. advocate We have seen that even people that are over 55 in Turkey are gamers right now. So, in the pandemic things have changed as well.

The engagement that we have seen there is unbelievable.

Experiment a little, trust yourselves, and see this as a project that you learn.

It doesn’t have to be perfect, but it has to teach you some things as well, along the way.

MMA EMEA - The Future of Modern Marketing 37 IMPACT EMEA THE FUTURE OF MODERN MARKETING

Future-Proofing through Innovation in the Face of Uncertainty

MMA EMEA - The Future of Modern Marketing 38 Future-Proofing through Innovation in the Face of Uncertainty

LILIANA CAIMACAN Head of Innovation - Tata Consumer Products Professor of Marketing - Hult Business School

DANIEL RUKARE Professor of Entrepreneurship & Innovation

Future-Proofing is a complex and usually misinterpreted phenomenon.

Most senior executives and businesses focus on their core business and portfolios as a way to try and secure their current performance as well as growth. Whilst this may seem a straightforward way of addressing future- proofing, the ability to develop resilience, adaptability and antifragility is fundamental.

As part of their strategy development, most businesses rely on predictions of uncertainty that are informed by economic indicators and trends- However, as the most recent pandemic has demonstrated, sometimes it is much more complicated and requires detailed responses.

Each downtown emerges with its own set of challenges, but even without particular downtowns playing apart, businesses have had to be proactive in creating and capturing value through Innovation to ensure that they future proof. At this point, it is worth pointing out that the determination of what future-proofing might mean for a business, industry or sector varies due to market dynamics, trends, perceived or real risk and the fear of uncertainty.

MMA EMEA - The Future of Modern Marketing 39 Future-Proofing through Innovation in the Face of Uncertainty

The acknowledgement and adoption of technology provide both unique opportunities and challenges- Businesses have got to not only identify the appropriate infrastructure technology to adopt- but be aware of the associated risks embedded in selection, adoption and implementation. The multidimensional strategic choices on where to engage are critical as the difference between value creation, and capture will determine whether objectives and key results are aligned.

Reduced barriers of entry offer both new opportunities and pitfalls - as most firms have noted - the available margin thresholds created attract new entrants into the market as they seek to exploit these opportunities. Here the challenge of growth becomes fundamental as consumers and customers alike have wider choice making it even more challenging to build loyalty, and sustained growth.

As an opportunity, reduced barriers to entry allow for the foundation of disruptive models.

Furthermore, the intricacies of understanding consumers and the value they attach to consumption, products, and services becomes pivotal for any meaningful engagement.

Thoughtful and creative exploitation of Hyper segmentation becomes not only a critical but a must-do for any business seeking to develop offerings that reinstate with their identified market. Most companies tend to ignore this particular trend, usually at their peril.

Environmental stewardship remains an integral part of any business model looking to establish impact and meet its objectives. The notion that environmental considerations are taken or adopted as a token initiative for

MMA EMEA - The Future of Modern Marketing 40 Future-Proofing through Innovation in the Face of Uncertainty marketing purposes is gone and unethical. Consumers are hyper-engaged and aware of strategies that do not integrate environmental consideration through- out their corporate strategy. New economies like the B-Economy are evolving with new eco-systems that are initiating behavioural, and practical changes.

Possible responses to trend analysis

It is one thing to be aware of emerging and existing trends and another to be able to have designed processes, frameworks, capabilities and a resource base to exploit them actively. Here, the complicated balancing act between investing in value chain processes becomes even more significant.

The use of global resources leveraged against co-creation and personalised offering of experience is one example of how an innovative system can drive core revenue streams whilst allowing for the flexibility and adaptability needed to pivot. As a strategy, it offers more comprehensive benefits that include, cost leadership, optimisation of margins, at the same time, creating a foundation for growth and Innovation.

Firms that build ambidextrous business models give themselves a fighting chance in the quest to engage core business needs, while at the same time actively looking to new opportunities to innovate.

Here, challenges of selecting the appropriate steps to Innovation is informed by the industry, size of the firm and its current infrastructure as well as capabilities. Innovation shifts remain historically challenging to navigate, and this leads most businesses down the path of sustained and incremental Innovation.

Large corporate firms or small disruptive are more likely to engage in radical and disruptive Innovation- Here they take the lead and enjoy the associated benefits of any success- likewise, they may have to contend with all the initial risk elements.

MMA EMEA - The Future of Modern Marketing 41 Future-Proofing through Innovation in the Face of Uncertainty

Practical frameworks to implement and drive Innovation

It is one thing to use theoretical concepts and another to identify and use frameworks to facilitate the implementation of growth.

Firms must, of course, use appropriate data and analytics to determine their core business- in this, issues of identification of priority portfolio’s must be articulated.

One of the challenges in accomplishing this and more is the methodology used- broad considerations beyond revenue contribution must be used- examples, include; brand recognition and equity contribution.

In practice, the shift or move from the core 70% to the 20% adjacent markets is achieved incrementally to leverage risk and maximise any associated benefits.

Phased provision of additional value is one way of driving growth and in particular revenue streams.

The 10% is the transformational space that has uncertainty at its centre- but new ways of engaging in this space can include investment into new radical start- ups that are driving radical and disruptive innovations. Here, the start-ups would exploit the capabilities, resources of the incumbents whilst remaining agile, adaptative and resilient.

MMA EMEA - The Future of Modern Marketing 42 Future-Proofing through Innovation in the Face of Uncertainty

Design Thinking continues to play a pivotal role in offering a set processes and system to use in driving disruptive innovations.

From figure 4, it is evident that developing an understanding of the market conditions as well as behavioural trends is necessary. Here, the ability to use appropriate resources influences the identification of demand spaces and customer segments.

Building in-depth knowledge by going through the step of empathy mapping is vital as it will allow for concept testing, pivoting and re-engineering.

Examples in practice

Tata consumer products launched their good earth brand in the United Kingdom at the start of the Covid 19 pandemic.

Although variables changed in the markets and consumer purchasing patterns and behaviour became unpredictable, they were confident that the underpinned process to launch was appropriate.

Contingency strategies and scenarios were designed, however, the exposure to uncertainty in this case allowed for cautious optimism.

One may make the argument and with some merit, that the fast-moving consumer [FMCG] sector is not as exposed compared to others through this pandemic - However, we have seen a move to value spending with consumers being selective and looking for bargains. Therefore, what becomes critical is how firms move to determine where they place emphasis and resources.

MMA EMEA - The Future of Modern Marketing 43 Future-Proofing through Innovation in the Face of Uncertainty

Identification of innovation gaps that are informed by market dynamics is on the rise. These gaps are influenced by recognition of customer needs, technological possibilities, business viability and corporate social responsibility.

Examples of some of the exploits can be drawn from Figure 5, where the provision of drinking water fountains has led to changes in consumer behaviour through the reuse of drinking bottles.

This notwithstanding, it has allowed firms to innovate in the development of capsules [tea, fizzle drinks etc] that consumers can use.

Other creative innovations have emerged in the area of packaging of products- Carlsberg has been prototyping and testing the use of green fibre paper in designing new bottles.

These steps have allowed Carlsberg to push the boundaries around its green credentials, but also leverage its cost base and improve on efficiencies.

Over time, as the invention becomes more mainstream, wider benefits would be attained and allow for new possibilities around revenue streams.

MMA EMEA - The Future of Modern Marketing 44 Future-Proofing through Innovation in the Face of Uncertainty

Conclusion

As discussed above, one of the biggest challenges faced by business today is building aspects of antifragility, resilience and being able to be adaptive into a business model.

The complexity in aligning these strategies varies across sectors and industry. Here, in some cases it is compounded by the calibre of leadership and boards.

The contradictions are evident in the approaches taken during the recent downturn especially for the well-established mature businesses.

It is not lost on us that other influencing factors are at player when dealing with the varied stress to the business during an economic downturn - but the overarching focus should be on establishing meaningful responses and then move towards building and establishing future proofing strategies.

Without trying to state the obvious, business leaders must, as they strive to transform their business models, engage creative capabilities as they seek to achieve growth and Innovation.

Being able to determine on whether to create value and capture it or explore strategies on one. Each [value creation or capture] on there own would have differing objectives. For example, focusing on innovating around building a user/ customer base over revenue maximisation.

MMA EMEA - The Future of Modern Marketing 45 IMPACT EMEA THE FUTURE OF MODERN MARKETING

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