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.
Challenge: An FMCG company intended to move manufacturing offshore, meaning the loss of jobs in Australia. The announcement occurred at a time when consumers, unions and media in Australia were particularly concerned about the decline of manufacturing. Careful engagement of all stakeholders was needed to maintain employee trust, minimise productivity loss, prevent industrial action, and maintain the company’s reputation and share of shopping basket.
Insight: Our strategy was to minimise negative reaction from all stakeholders through consistent messaging communicated via open, transparent dialogue, supported by well-equipped leaders who were always on-message.
Solution: Taking an ‘inside-out’ approach we ensured all communication was undertaken with care, thoroughness and sensitivity and focused first on those employees most affected. We facilitated workshops to align senior leadership around agreed key messages, and trained line managers to lead their teams through change with confidence. Our recommendation to communicate early, ensure affected employees were aware of their entitlements, and highlight benefits for the continued success of the business meant everyone felt well-informed, and trusted the organisation’s leaders as the credible source of truth on the decision.
Outcome: No adverse impact on absenteeism and productivity metrics during the transition. Employees, including those who remain in the organisation, remain positive ambassadors of the brand in their communities and in media.
[Shanghai, Singapore & Sydney: 10 October 2013] Ogilvy Public Relations (Ogilvy PR) announced today three appointments to its Asia Pacific management team, following the announcement that Scott Kronick has been appointed President and CEO of Ogilvy PR, Asia Pacific starting in January 2014.
Debby Cheung, currently Group Managing Director of Ogilvy PR, China and President of Ogilvy & Mather (O&M) Group, Shanghai has been named President of Ogilvy PR, China/Hong Kong. Andrew Thomas, currently Regional Director of Ogilvy PR, Southeast Asia has been promoted to President of Ogilvy PR, Southeast Asia with additional responsibility for Ogilvy PR’s leadership in India. Kieran Moore, current CEO of Ogilvy PR, Australia will take on a broader role as Regional Director of Talent to lead the firm’s regional talent initiatives, including creating processes to attract, engage, reward and retain the talent that will define the future of the public relations industry.
Scott Kronick, President and CEO-elect of Ogilvy PR, Asia Pacific said, “I’ve had the honor of working closely with these three colleagues under Steve Dahllof, the current President and CEO of Ogilvy PR, Asia Pacific. The four of us will join together to form a stronger and even more focused regional management operation for Ogilvy PR with the goal of ensuring clients receive first-hand senior management attention and counsel.”
With more than 30 years in the Asia Pacific region, Ogilvy PR is the largest and most awarded network regionally.
“A region that covers 28 markets with more than 1,200 staff needs the breadth and depth of a strong leadership team, and that is what we have planned for Ogilvy PR in Asia,” said Paul Heath, Chairman of Ogilvy & Mather, Asia Pacific. “This structure is aligned with how we are organizing ourselves throughout the region to focus our senior leadership attention on our people and clients in each of these markets. Debby, Andrew and Kieran are first-class and they round out a very strong PR team for us in Asia.”
Debby Cheung Appointed President, Ogilvy PR, China/Hong Kong
Twenty-three year Ogilvy PR veteran Cheung will take on her new role as President of Ogilvy PR,
China/Hong Kong beginning January 2014, while continuing her position as President of Ogilvy
& Mather Group, Shanghai, a role that she has held for the past two years. Cheung’s expertise lies in corporate, consumer and crisis communications, with specific crisis experience for clients across a spectrum of industries including food, oil and retail. Cheung is also a veteran practitioner in the China/Hong Kong area, having spent her entire career in both markets.
Cheung commented, “I’m a firm believer in creative thinking and original content, and this is particularly challenging in public relations because it requires constant reaction to global information flow. My focus moving forward will be to ensure our clients are getting the very best our industry has to offer in both China and Hong Kong, as a model for us in Asia and throughout the world.”
Andrew Thomas Named President of Ogilvy PR, Southeast Asia and India
Thomas joined Ogilvy PR in Singapore in 2005 and has been responsible for growing the firm into a market leader. Since 2010 Thomas has served as Regional Director of Ogilvy PR, Southeast Asia, a role that saw him managing the growth of a number of regional businesses with a specialty for providing crisis management counsel and media coaching to many Asia-based executives. Prior to joining Ogilvy PR, Thomas brought more than two decades of experience in the publishing industry, most notably at the International Herald Tribune in South Asia.
“Southeast Asia is exploding and this is providing growth opportunities throughout the region. My role will be to connect the dots in different ways for our people and our clients,” said Thomas.
“India is an exciting market and it’s a great honor to be given the responsibility for growing our presence there.”
New Talent Role for Kieran Moore, CEO of Ogilvy PR, Australia
With more than 27 years’ experience in public relations covering strategy development and implementation, reputation and crisis management, and corporate positioning in Australia and the U.K., Moore is the current CEO of Ogilvy PR, Australia, one of the largest PR agencies in the country. Partnering with Kronick, Moore will continue her current role, and will also serve as the firm’s Regional Director of Talent, responsible for creating and driving talent strategy for the agency, including talent attraction, people engagement and retention.
“Talent strategy is an area that I am passionate about. People are the cornerstone of our business and I am thrilled to be asked to support our talent growth and reputation in Asia,” she said.
The appointments will take effect January 1, 2014.
For a photo or more information, please contact:
Ogilvy & Mather China
About Ogilvy Public Relations
Ogilvy Public Relations (Ogilvy PR) is a global, multi-disciplinary communications leader operating in more than 85 offices across six continents. In 2012 and 2013, Ogilvy was named Cannes Lions Network of the Year and Most Effective Agency Network by the Effie Global Effectiveness Index, named Public Affairs Consultancy of the Year by the Holmes Report, won Consumer Consultancy of the Year in Asia Pacific (Holmes Report), and won the WPP global, top award (WPPed Cream, Crème de la Crème) for the fifth time in six years. Ogilvy PR integrates deeply with all Ogilvy & Mather disciplines (advertising, direct marketing, activation, promotional, digital and entertainment) through the proprietary Ogilvy Fusion™ approach to delivering comprehensive, business solutions through content creation, community building, and communications with measurable results. Ogilvy PR is a unit of Ogilvy & Mather, a WPP company (NASDAQ: WPPGY), and one of the largest marketing communications companies in the world. For more information, visit our website at www.ogilvypr.com or follow us on Twitter at @ogilvypr.
Brett starts at Ogilvy in the newly-created role of Group Managing Director Consumer, having just re-located from the UK where he headed up Shine Communications, which was shortlisted PRCA and PR Week Agency of the Year 2012, as well as being named Sunday Times Best Small Company to work for in 2012.
Brett arrives at Pulse in a time of high-growth for the agency, which recently added the Intercontinental Hotels Group and Tourism NT to its impressive client roster.
Ogilvy PR Australia’s CEO Kieran Moore said Brett’s innovative, creative approach teamed with his proven leadership skills made him the perfect candidate to lead Pulse.
“Consumer PR is highly competitive in Australia and dominated by just a handful of agencies. Richard will bring fresh thinking, ideas and most of all passion and commitment to ensuring Pulse is the very best agency it can be,” she said.
Moore said Brett’s initial focus would be on accelerating the agency’s growth, spear-heading thought leadership initiatives and developing the fantastic talent that already exists within the team, which has had two of its best years on record.
“Richard brings strong skills in strategy and planning which he has successfully teamed with innovative creativity; delivering proven outcomes through a range of channels; not just traditional earned media,” she said.
“He also brings best practice insights to the agency across HR, innovation and programs from his award winning agency, Shine. A major focus for his role will also be on the integration of earned, owned and paid media, and importantly for our clients, how PR can impact the bottom line – not just be creative for creativity’s sake.”
Brett said he was looking forward to applying his wide experience with a leading multi-award winning London agency to the Australian market.
“I’m incredibly excited to be joining the team at Ogilvy PR and Pulse, and look forward to working closely with Kieran and the broader leadership team. I’ll also be looking to combine a collaborative and inclusive leadership style, living my own personal values to inspire the team, and to further build a culture at Pulse that reflects what a brilliant, fun and creative place it is to work.
“This will be combined with a disciplined excellence in client service, a rigorous fusion of irrefutable strategic thinking and fresh creativity to achieve measurable business results for our clients. Plus thought leadership and industry insights that will benefit our clients and the broader profession.”
Brett also joins Ogilvy PR’s leadership team as part of his new role. More information about Pulse Communications can be found here: http://www.ogilvypr.com.au/companies/pulse-communications/
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:
Ph: +61 410 501 043
Each month we invite a randomised selection of Ogilvy PR staff to create ‘something’ in the spirit of a dedicated theme, which is then showcased and celebrated throughout the company.
There are no limitations, other than a theme and a four week time limit.
Four rounds into the competition the various creative talents of each and every one of the participants has really come to the fore, with over 42 submissions into the program, including ten pieces on canvas, 14 photographs, two songs and two videos and even a dedicated VINE channel set to the theme, The Big O.
Over the past few months winners have emerged from across the business, demonstrating the vast array of talent in each of the Ogilvy PR agencies which, without being given an outlet, may not have been spotted.
“Everyone has creativity in them,” said Kieran Moore, CEO Ogilvy PR Australia. “Whether you work in internal comms, government relations, healthcare, B2B or consumer PR, you’re asked by your clients and colleagues to be creative every day. Couple that with the hobbies, interests, passions and skills we all acquire in our daily lives, there’s no excuse not to be creative.”
SHO+ runs until December 2013, when a winner will voted for and crowned.
Themes to date include, Red, Watch it grow, The Big O and New kids on the block.