Ms Connors joins Ogilvy Public Relations after 17 years with the Australian Financial Review. During her time at the AFR, she wrote across many sections of the country’s only national business daily and sister publications BOSS and AFR Magazine. Among other awards, she’s received the Eureka prize for science and technology journalism. Ms Connors steered the AFR’s health coverage for five years before becoming Opinion Editor in 2012 and part of the senior editorial team that led the AFR in print and online.
Prior to joining the AFR, Ms Connors worked as a magazine journalist and editor in London and Sydney.
Ogilvy Public Relations CEO Kieran Moore said the appointment would bring fresh insights to Ogilvy Public Relations clients and consulting team.
“There’s no doubt about it – Emma is pure quality. She knows how media interacts with government and business and that’s going to be fantastic for our clients,” said Ms Moore.
Ms Connors said she was looking forward to the new chapter in her career. “The media landscape is evolving rapidly and I can bring an insider’s view to Ogilvy’s client base. Having edited the AFR’s opinion pages I have a good fix on what the hot buttons are for government, not-for-profit, and business organisations.
“Ogilvy’s Health and Corporate teams do some fascinating work with leading brands; this is a great chance to work with some great people,” Ms Connors said.
Ogilvy Public Relations Australia is a joint venture between WPP and STW Group, Australia’s leading marketing and communications service group.
For further information please contact Rebecca Tilly, STW PR on 0410 501 043
About Ogilvy PR Australia:
Ogilvy PR Australia is the country’s largest PR and public affairs agency with offices in Sydney, Canberra and Melbourne. It is 51% owned by WPP and 49% owned by STW. For more information, visit our Web site at www.ogilvypr.com.au or follow us on Twitter at @ogilvypraus.
Ogilvy Public Relations has been shortlisted for four awards which include Ogilvy PR Health, Howorth and Pulse.
Congratulations to all of the teams and join me in wishing them the best of luck at the awards dinner on Thursday 20th March.
Emerging PR professional of the year:
* Laura Douglas – Launch Group
* Mark Yeow – Text100
* Tracy Yong – Edelman
* Emma Pearson – Ogilvy PR Health
* Ishtar Schneider – Palin Communications
Launch campaign of the year:
* Museum of Brisbane relaunch – Agency North
* Bonds: Boobs – Mango Communications
* Xbox One launch – PPR
* Samsung: Light Up The Sails – Edelman with Razorfish
* Viagogo Australian launch – n2n Communications with viagogo internal team
* Fitness First relaunch – Ogilvy PR Health with Fitness First internal team
* Gold Coast 2018 Commonwealth games launch – Javelin Australia
Best use of research / insights:
* Kronos: Hidden workforce – Howorth
* IBM: The era of smart – Text 100
Event/ activation of the year:
* Bookworld – Ikon Communications and Subnine
* Carnival Cruise Lines: Being Silly for a Cause – Pulse Communications
* Petbarn: Pet dating – PPR
* Gumtree Garden – Edelman
* King Kong Activation at Eureka Skydeck – Progressive PR and Publicity
You can view the full list of awards here:
Sydney: January 16, 2014: Ogilvy PR Australia today announced Susan Redden Makatoa has been appointed to the role of Group Managing Director, Corporate. Ms Redden Makatoa is one of Australia’s leading communications practitioners whose specialities include communication strategy and implementation, media relations, issues and crisis communication, media training and facilitation.
Most recently a partner at SenateSHJ, Ms Redden Makatoa has extensive experience working at the highest level with major business and corporate communications clients. Having previously worked at a senior level with several Ogilvy PR brands, she has advised and run campaigns on behalf of some of the world’s largest brands. She has also held senior corporate affairs roles at the Australian Securities and Investments Commission and the NSW Chamber of Commerce.
In her new role, she will have oversight of a number of the companies and product offerings within the Ogilvy group, including leading public affairs company Parker & Partners, employee engagement and change communication consultancy, Ogilvy Impact, and sustainability communications practice Ogilvy Earth.
Kieran Moore, Ogilvy PR’s CEO, welcomed Ms Redden Makatoa’s appointment.
“Susan is an award-winning practitioner who will bring an enormous amount of knowledge, insight and energy to this role. We are really excited to have her on board to further boost our strong brands,” Ms Moore said.
“We see Susan’s role as drawing together our existing strong abilities in areas such as thought leadership, issues and crisis, corporate reputation and media training and housing them under one umbrella so we can offer them as a single, compelling option to the market.
“We wanted someone who would be able to draw on the obvious synergies that exist between the various Ogilvy brands and Susan’s lateral thinking and passion for clear, compelling communications made her the obvious choice.”
Ms Redden Makatoa said she was “stoked” to be returning to Ogilvy. “It’s an exciting time to be joining, as the team is already doing some amazing work. We’re operating in a rapidly changing environment, and great results will take fresh thinking and specialist skills” she explained.
“Luckily the Ogilvy team has that in spades, so I’ll be looking to tap into the team’s passion and smarts to kick even more goals for clients,” Makatoa concluded.
Ms Redden Makatoa will start at Ogilvy PR in February 2014.
Ogilvy PR Australia is a joint venture between WPP and STW, Australasia’s leading marketing content and communications group.
About Ogilvy PR Australia:
Ogilvy PR Australia is the country’s largest PR and public affairs agency with offices in Sydney, Canberra and Melbourne. It is 51% owned by WPP and 49% owned by STW. For more information,visit our Web site at www.ogilvypr.com.au or follow us on Twitter at @ogilvypraus.
For more information contact:
Sandra Renowden, STW PR Ph: + 61 403 823 218
To celebrate its 20th anniversary, Howorth has a fresh new look to reflect its vision to be famous “for campaigns that make people feel, imagine or act”,
“A strong differentiator for Howorth has been the importance we place on storytelling,” said Graham White, Managing Director. “Human history is built on stories, written, spoken, drawn on walls, broadcast and today – uploaded. The brands that succeed in this new world are the brands that can tell their story in an interesting and engaging way. Everything we do is based on good storytelling, regardless of the industry or market you operate in, or the channel or platform through which you tell them.
“The combination of our 20th anniversary, the shifting communications landscape, and our vision to show why and how great ideas and clever thinking pays off, it was time for the brand to have a fresh look. It was time to evolve.”
The key change is the introduction of a logo to sit alongside the Howorth brand name. This logo symbolises Howorth’s belief that great campaigns will provoke some kind of visceral reaction – physical as much as rational. They have the ability to lift and shift your thinking. They can make you feel, imagine or act. The three circles represent those three reactions. Howorth calls this Thinking That Moves. Thinking that can move you, your business, your brand, opinions, reputations, people, perceptions or even agendas. This belief underpins everything we do.
Graham adds: “We’re very proud of our new look. It’s clean, modern, maintains our Ogilvy heritage, and embodies our evolving position.”
Yesterday morning Ogilvy PR Australia hosted The Climate Institute’s (TCI) “Climate Smart Super” panel discussion for the launch of their latest report. Media and guests arrived sharply at 9:30am to listen to an esteem panel including;
- John Conner, CEO, The Climate Institute
- Dr John Hewson, Chair, Asset Owners Disclosure Project & former leader of the Liberal Party of Australia
- Blair Palese, CEO, 350.org Australia
- Bill Hartnett, Head of Sustainability, Local Government Super
The new report launched yesterday looks at smart long-term investment. TCI challenges Australians to rethink our superannuation choice and ask where and how our funds are being invested, by highlighting both the financial and environmental risks involved in current superannuation investment.
Currently, 55% of superannuation funds are invested in carbon exhaustive assets. In stark contrast a mere 2% were recorded to be a low-carbon initiative investment. Bill Hartnett raised the point, that investing in carbon-intensive projects only offers limited short-term returns, and superannuation funds should be focusing on long term returns on investment. He attributed this prevalent investment behaviour to the dominant existing investor mindset that ‘Today is yesterday’s long term’. This has to change.
With over $1.6 trillion of funds to invest annually, there is an opportunity to divest funds from a fossil fuel based economy to low-carbon alternatives, which in turn will be more rewarding financially and environmentally.
Dr Hewson spoke about the role boards and directors play in organising portfolios which were fundamentally risky, and our role and responsibility as investors to question our fund managers’ investment decisions. Blair Palese acknowledged that Australia is better represented in the Asset Owners Disclosure Project (AODP) rankings than most, and even more encouraging, Australians are now actively shifting their funds to safer investments. However, the majority of our fund managers’ investment decisions are still influenced by short term thinking.
The TCI report does not seek to play the role of financial adviser, but rather, as stated by John Conner, to encourage “active and engaged citizens, who make climate responsible decisions”, to vocalise their beliefs. To find out more about how to be climate smart in your superannuation investments you can read the full report here.
Let’s talk about how companies can move their corporate brand further, using the untapped power of their own people.
As we know, brands are built on conversation – one customer experience at a time. They can also be destroyed that way. A company’s own employees can help power and protect brands, amplifying the investment made in marketing and advertising, for a fraction of the cost.
After all, most employees want their organisation to succeed and are willing to help. All we need to do is ask, and involve them.
All employees are potential ambassadors, not only those in customer-facing roles. When the customer value proposition and the employee value proposition meet together in authentic, positive and empowering synergy, the sky’s the limit. Employees will willingly share their experience of the brand they work for.
However those employees that come in direct contact with a customer have an additional point of leverage – they represent the time in a brand’s lifecycle when what the brand promises meets or exceeds what the customer expects.
Think about the brands we manage – can we say with confidence that we know how this interaction pans out?
To be clear, we are not talking about customer service – everyone provides that to a greater or lesser degree. What is important is how the brand promise is delivered, how it is experienced and perceived by the customer. Winning brands don’t just deliver superb customer service – that’s a given – they also deliver a superb brand experience.
After all, the customer builds an expectation based on what is promised via marketing and advertising. The moment of truth is when the customer experiences the promise.
For example, when Ford promises its brand will ‘go further’, the customer probably wants to see a salesperson who is innovative and forward thinking, who anticipates their needs and pre-empts their wants. They offer above-market after sales service. They go further.
Talking of cars, let’s ‘Think Holden’. While Mike Devereux tells the Productivity Commission no decision has been made on its future, employees of the car manufacturer can do nothing but think about what their futures hold.
Employees will only deliver if they feel connected to the journey. So, how do you create the intellectual and emotional connection, so your people walk and talk your brand?
- UNPACK YOUR BRAND BOX TOGETHER
Your people will tell you what tone of voice and behaviours fit the brand; not the other way around
- NO SURPRISES
If you have a new positioning or activation campaign, share it first internally so your people can complete the experience for a customer
- IN THE SOCIAL ERA, THE BEST BRANDS ARE SET FREE
Don’t be afraid, let your most connected staff share their branded content with their personal social networks; they’ll be your greatest advocates and have their radars switched on to spot troubles early, helping you manage crises or issues. All brands will have them. The best brands manage them.
So it’s time we recognised and acted on what the research is telling us: building brands begins with employees.
Lorie Helliwell – MD Ogilvy Impact
With 10 entries from across the business, the works created and displayed included:
New Kids On the Block, image captured by a ‘Grandfather of imaging’ – a Polaroid SX-70 camera; a story of Woofgang, the naughty puppy sharing the first 12 months of his life via a movie; a DJ mix called Sho+ Not NKOTB Mix, a selection of new tunes to the creator; a story of new restaurants and flavours in Sydney’s East entitled New Forks at the Ready; The Hall of Fame, which profiled the faces of many of the people who have walked the Ogilvy floors since 1999; an installation called Drumroll Please, which encouraged us all to get into the rhythm; A New kids have no fear video which encourages viewers to act like a child; New biz on the block profiled via a photo montage new businesses in Pyrmont and Newtown to find out what sparked their business idea; Step by Step, the need for the right amount of pressure for peak performance; and Off the Shelf, an Andy Warhol-inspired play on the need for individuality in the work that we do.
Congratulations for the creators of this work: Kaz Scott, Sally Wiber, Steven Reilly, Marie-Claire Suter, Kathryn Banfield, Georgina Morris, Sarah May, Martine L’Eveille, Brian Giesen, Emma Koubayssi, Laura Bentley and Jacquie Potter.
Improve upon the previous year’s hugely successful thought leadership campaign, by sustaining the campaign & coverage over a longer period, instead of creating one large surge of activity.
- Create a voice for Kronos on a national workforce issue to drive broad awareness in general business, consumer, HR and technology media
- Develop research-based content including visual content (infographics) and thoughtful whitepaper commentary with corporate positioning and customer testimonial
- Premeditate a three-stage launch with multiple storylines to create sustained coverage
- Engage with third party industry bodies to encourage them to join the public discourse and lend credence to the debate
Campaign Concept: Howorth proposed a narrative about a missed opportunity in Australia to tap its “Hidden Workforce”. The story would highlight the failure of employers to cater for specialist groups’ need to work in a more flexible way and how a focus on a certain profile of worker worked to the expense of parents and older people.
The campaign was staged to be released in three parts, so we could target specific headlines aligned with the messaging. The whitepaper was finally released with the last phase and made available to all interested parties.
Alongside the positioning whitepaper, individual infographics were prepared to accompany each release, to provide sharp context for the issues raised and give media content to use in their stories.
Results: The communications-led thought leadership platform formed an integrated marketing strategy, informing everything from sales/enquiry-driving eDMs, customer roundtable briefings, email signatures and website content, to social media content and media relations.
Media coverage included:
- Phase one: 21 pieces of print and online coverage, including general and business titles such as The Sun Herald, Canberra Times, Sydney Morning Herald, Brisbane Times, ABC News Online and Business Review Weekly. 22 pieces of broadcast coverage from pre-recorded TV interviews and radio sound grabs aired on the evening and breakfast news slots of 22 stations across the ABC network.
- Phase two: 2 pieces of broadcast coverage including Sky News and WSFM as well as 4 pieces of launch coverage in major titles including Business Review Weekly, Reuters, Human Capital and Smart Company
- Phase three: 7 targeted pieces of coverage in IT media, including ComputerWorld, CIO Magazine, Computer Daily News and Technology Spectator
- Use of the infographic on key news sites such as Business Review Weekly and Human Capital
As well as driving conversations with existing customers and prospects, the media campaign also attracted attention from a number of interested third parties, including government agencies for equality and other working groups and consultancies on diversity. Enquiries and active media commentary (in response to the Kronos news) was seen from:
- The Workplace Gender Equality Agency
- Nareen Young, chief executive of the Diversity Council of Australia
- Elizabeth Broderick, Human Rights Commission
- Helen Conway, director of the Workplace Gender Equality Agency
- Joshua Price, GM of Symmetra, a Diversity Consulting company
- Pollyanna Lenkic, founder of Perspectives Coaching
- Infoxchange – a NFP community that delivers “technology for social justice”
There’s a PR guru in the US called Dr Glen M Broom who recently said that over the past two decades the role of the PR professional had radically changed from being largely focused on communications to one of chief relationship officer.
I’m not sure about the title – chief relationship officer sounds a bit weird – but his three stage evolution makes sense.
Bloom says the old model – which was based on traditional journalism – used to be: ‘How do we say it?’ The model then moved to a more strategic role where the question was ‘What do we say?’ and has now evolved to an even more strategic position alongside CEOs and senior management and answering the question: ‘What do we do?’
A case in point. Just last week a worried organisation rang because the company’s actions over a certain incident resulted in the brand’s behaviour – and through that its values – being called into question on commercial breakfast radio.
The organisation was suggesting a convoluted tale that sought to diminish responsibility. We said no, we will tell the truth. So we explained to the radio station that it was an oversight, that measures will be put in place to ensure it doesn’t happen again and that we unreservedly apologised. That message was broadcast – end of story and the death of a mini crisis.
And the point of the story? Years ago we were merely seen as the conduit carrying the client’s wishes; today we initiate, develop and carry out both the strategy and the message.
Like most of the changes which have hit all areas of the communications industry, the prime reason behind the status update can be sheeted home to social media, via the internet.
Business has largely been spooked by social media, which has crept uninvited into just about every facet of a company’s operations. Marketing, recruitment, crisis management, customer complaints and interactions, sales – you name it and social media has stuck its inquisitive nose in, and all without knocking before entering.
For a while managers preferred to look away, hoping the invader might beat a graceful retreat. Instead social media became all pervasive and suddenly the old top down system of autocratic rule was no longer effective because – horror of horrors – everyone not only had a say, but they were actually saying it. And, worst of all, people were listening.
However, when it’s all boiled down, social media is all about communication and that’s exactly the sort expertise that PR has always had.
Consequently the gradual shift from how do we say it to what do we do has come with an appreciation that PR has something worthwhile to say about the big issues that organisations face. We’ve been invited to sit at the top table to counsel and advise, with many of those issues involving reputation management.
Once again, the ability of social media to harm or enhance corporate reputation has largely been the trigger.
Countless studies have shown that intangible assets like reputation are among the cornerstones to success. Reputation, however, has to be real and sound real because social media will call you out if you are faking it, or even if you sound like you are faking it.
Corporate-speak is out so any executive who talks about “going forward” while “stepping up to the plate” will be swiftly designated as a phoney, along with his organisation.
We need to believe in both the message and the messenger. Remember back in September 2007 when Kevin Rudd was Leader of the Opposition and at a state lunch in Australia he addressed China’s President Hu Jintao in Mandarin? We all thought that was pretty good because it confirmed our opinion of Rudd as a smart guy who could match it with the best on the world stage.
Remember also the time almost two years later when then Prime Minister Rudd said “fair shake of the sauce bottle” three times during the one day? We marked him down severely for that because it sounded nothing like the Kevin Rudd that we thought we knew.
Companies also need to be aware of what the public really think of them and to do that its handy to have someone from outside telling the truth. On too many occasions organisations look at their sales figures, or their profit margins and fool themselves that the public must love them (yes, big banks, we’re talking to you).
That’s another of PR’s roles these days, acting as a trusted advisor who is able to tell the unvarnished truth to clients. If you don’t know your actual reputation then you can’t properly manage your reputation because everything you do has to take into account your current standing in the eyes of others.
Companies today need to be honest, be authentic and understand exactly how their reputation stands. It might sound easy, but if you get any part of it wrong then your customers and other stakeholders are only too happy to tell you.
Challenge: UnitingCare NSW.ACT has been building a shared services model across their marketing and communication services over the last 18 months, as part of a strategic direction for sustainability and streamlining of the organisation. Communication and Marketing services for UnitingCare Children Young People and Families were next in line to be consolidated into this new model. UnitingCare wanted to ensure consistency of service through this transition, however did not have a clear picture of the activities currently taking place.
UnitingCare knew that an independent audit would be necessary to subjectively capture the complete picture of activities across the organisation. With a strong background in communication audits and effectiveness research, Ogilvy Impact successfully responded to the request for proposal.
Strategy: Ogilvy Impact were based onsite for the audit, to enable close working with the UnitingCare Communication and Marketing team. This also allowed us to see the organisation in action and pick up on nuances that would have been missed if working offsite. We also conducted focus groups with key stakeholders to develop deeper insights into perceptions of effectiveness of marketing and communications activities.
Although not part of the initial brief, Ogilvy Impact also undertook a survey of all the division’s employees, as it was also important to get the wider view.
Results: The combination of the completed audit, focus groups and survey gave UnitingCare a rich picture of the current marketing and communications work to be transitioned. While the initial brief was to audit, Ogilvy Impact was able to provide additional value. We identified opportunities for efficiencies through the transition, and developed recommendations of how to improve the new structure. We also provided insights into employees’ concerns about the move to a shared services model, and what they would like to see change.
As a result of this work, Ogilvy Impact has been asked to undertake a further audit and research project, to assess the rest of the organisation’s communication and marketing activities.