Changing Channels with Confidence


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Marketers regularly change the creative content of their campaigns, but there is no automatic driver for adopting new media channels. Changing established media allocations is risky; weighing the options requires time and effort, and then there is the “fear factor” — making the wrong decision can make exploration seem daunting. But it doesn’t have to be.

Our Changing Channels 70/20/10 model captures the dynamic nature of the media marketplace and embodies the need for channel plans to continually evolve to provide optimal return.

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  • Heraclitus
  • Making progress at the right pace isn’t easy
  • Learning DevelopmentThe 70/20/10 Model has been established for a long time as a Learning and Development model based on research by Michael M. Lombardo and Robert W. Eichinger for the Center for Creative Leadership.[1] The concept states that development typically begins with realization of a need and motivation to do something about it, and that a blend of different learning approaches "in concert" can provide powerful learning. Lombardo and Eichinger stated that "the odds are that development will be":about 70% from on-the-job experiences, tasks, and problem solving.about 20% from feedback and from working around good or bad examples of the need.about 10% from courses and reading.Approach to innovationPioneered by Eric E. Schmidt and articulated about Google in 2005.The 70/20/10 Model is a business resource management model.This model dictates that, to cultivate innovation, employees should utilize their time in the following ratio:70% of time should be dedicated to core business tasks.20% of time should be dedicated to projects related to the core business.10% of time should be dedicated to projects unrelated to the core business.In the same year as Schmidt was espousing the Google approach to innovation, McKinsey published a report (`Boosting Returns on Marketing Investment’) in which they recommended that in the face of declining effectiveness and trust in mass advertising and the increasing fragmentation of media, brands spend 80% of their budget on banker strategies and tactics, and 20% on learning through well structured tests. Budget AllocationCoca Cola have recently adopted 70 20 10 as a media budget allocation strategy.“An innovation-driven marketing communication strategy is vital for us”“To help guide this strategic intent we have developed an investment strategy for media and content spend. We call the model "the 70/20/10 investment principle". Basically, it gives us a way of looking at all our communication plans across the business. The first segment relates to 70% of our communications spend. This goes on low risk, "bread and butter" content. It pays the rent. It's our passport to the 20% or the 10%. Developing content for this segment should consume proportionately less time, perhaps as little as 50% of our hours. If you take a look at our Fanta brand, for instance, you could argue that our TV commercials, shopper marketing and OOH communication fall into the 70% segment. Next, we have the 20% of our content where we innovate based on what we know works well. This content will engage more deeply with a specific target group but will still operate on a certain broad scale. Last, we have the high risk content that falls into our 10% segment. This involves brand new ideas. These may one day become part of our 20% or even 70% segments. Equally, these ideas may well fail outright. We need to be prepared for them to succeed or fail, and to celebrate either outcome.
  • We don’t believe this should be considered a strict formula.But we do believe this framework can be a helpful philosophy.So what do we mean by each of the elements?
  • For most brands, the 70% zone of low-risk,bread-and-butter marketing is likely to involveestablished channels such as TV, print, outdoor,and radio. But this will vary across categoriesand countries. A strong FMCG/CPG brandin the United States might use TV, outdoor,online display, and online video. A brand in aconsidered purchase category in Germany mightuse print, sports sponsorship, online search,and online display. A new service brand in Japanmight use TV, event sponsorship, mobile display,and QR codes. For some brands, the 70% couldalso include word-of-mouth marketing.But to say that 70% of the budget should fundcommunications in channels that are consideredto be safe, familiar, and effective is not to saythat 70% of a media budget should remain staticfrom year to year. Based on ongoing learning andevolving brand objectives, channel compositionwithin the 70% could vary significantly over timeand from campaign to campaign.
  • Innovating around media approaches that areknown to be effective could include a broadrange of options. It could mean taking a smallrisk, such as increasing your spend on a channelthat seemed to work well in your 10% last year.It could mean spending behind a channel whereyou don’t have concrete research evidence ofa return on investment. Or it could mean takinga risk in an established channel that is familiarto you, perhaps by sponsoring a sporting eventfor the first time when you have previously beenknown for associations with music festivals.For many brands across a range of categories,social media currently falls into the 20%category. Brands have some practicalexperience and strongly believe in the excitingnew ways social media allows them to interactwith their consumers. But they still havequestions about the return on their investment,and they are still learning how to create anddeliver campaigns that are truly social by design.
  • We often find that innovative use of channels really drives to ROI up relative to what could be considered as expected for that channel.
  • The 10% zone is the place where genuineexperimentation takes place with new andemerging channels. But this risk-taking shouldbe in line with brand and campaign objectives;iPhone apps and Pinterest pages are right forsome brands, but not all.For many brands, mobile currently falls into the10% category. The mobile marketing landscapecontinues to evolve as ownership of smartphonesand tablets grows rapidly around the world,and questions abound about the best ways totake advantage of these new opportunities.Coke UK is reported to have a “mobile first”mentality in their planning process. Starting withthe 10% not only ensures that 10% innovationhappens; it also ensures that these projects aregiven due consideration and a chance to play anintegral role in the overall campaign, rather thanbeing seen as afterthoughts.
  • Heraclitus
  • Heraclitus
  • Success is steering a safe andprosperous middle path while evolving bothmedia and research budgets
  • By databasing these studies we have been able to display media performance against each other by removing the reach effect of lead media.
  • However, Facebook Display achieves good levels of consideration contribution unlike other high potential reach media
  • Q12. How does this fan page make you feel about BRAND whenever you visit?The fan pages are generally having a very positive brand impact.At the same time, brands are currently missing out on the opportunity to deepen loyalty with more than one in four fans.Stylish design is the main driver of the pages generating most appeal.
  • Consumers that “like” your page will undoubtedly already have a degree of “love” for your brand so make sure you deliver to higher than normal expectations. Deliver well against our hygiene factors. These remain largely unchanged; just one addition (add as animation build?)as brands get more creative within the fan page environment, a few pages may have made them a bit too confusing. Consumers increasingly appreciate those that are intuitive.
  • But those who are facebook fans are extremely important to the brand, spending more than 4 times more than non-fans on the brand.They are valuable to the brand partly for their custom but also because of the role they could play in promoting the brand to others.For many brands, it is therefore important that the facebook fan page is a place fans want to spend time on and come back to, making them feel closer to the brand and more loyal and giving them the opportunity to tell others about the brand.
  • LH side brand placement. Mobile ads are generally displayed above the content in a leaderboard format, which takes advantage of how viewers tend to look at the top left of the screen initially. The left-side placement is likely a reason why respondents who only briefly glimpse at the creative can still recall seeing an ad for the specific brand. Nearly two-thirds of the bottom-performing mobile campaigns do not adhere to this design.Strong call to action. Campaigns with the strongest performance on measures of purchase/behavior intent often tend to include a call-to-action, with many offering an incentive. Offering something “tangible,” such as a free app or incentive (e.g., sweepstake, coupon), is advantageous for mobile campaigns.Clear branding. Many of the trends we observe in the bottom 20% of mobile campaigns are the same ones that lead their online counterparts to falter. Both mobile and online campaigns with a weak brand presence can be hampered in their attempts to build brand awareness. The absence of clear branding on each frame within a creative sequence is a common problem among mobile campaigns that perform poorly on brand awareness and mobile ad awareness metrics.
  • Some financial services brands rely on their logos too much for branding (and not enough on using the full brand name), so awareness can suffer comparatively in that category. They also don’t have the advantage of having a physical product to create recognition.Auto leads on message association – we see this in online results as well. Auto brands tend to have consistent, recognizable taglines,
  • CPG campaigns may be able to utilize the smaller ad size more efficiently by showing only a brand logo, product shot and simple messaging and call-to-action. Where CPG goes wrong is by doing too much – they can often be at their best when simplest. While they can sometimes take advantage of recognizable packaging or branding, less recognizable brands suffer when the branding is only on the product itself – a wine bottle may not be enough for someone to recognize your particular label. Mobile overall does better among women, but we see this is especially true for CPG campaigns.
  • Financial services suffer from a lack of tangible product, and occasionally brands try to change up the creative by not including the brand name and instead just using a logo. Sometimes brands will also try to use symbols for their products, like credit cards, or text books for student loans. But trying to transform a banking product into a physical one – which we see can lead to success with CPG – is still difficult when your product (a credit card) looks relatively similar to other brands’ products, especially if you fall prey to only branding the card and none of the rest of the creative.
  • We see discrepencies arise in online when the parent brand and model brands compete for attention and awareness. In mobile, this is actually an advantage, because the space is so small, that to keep the creative readable, both the parent brand and model brand have to be prominently featured. Recognizable parent brands – and brand name is almost always included. Don’t necessarily benefit from including product shot – confusing if cropped, and branding is typically strong enough to carry the ad without a product shot. So, like CPG, a simple ad format can work well.
  • Changing Channels with Confidence

    1. 1. Changing Channels withConfidence: A Structure forInnovationBy Andrzej Suski & Monique Leech - Millward Brown South Africa
    2. 2. 2
    3. 3. Media consumption is changing Internet 21.9% Out of Home 3.5% Radio 4.9% Television 3.0% Cinema 0.0% Direct Mail -45.4% Print -12.8%Extracted from Adex: Adspend in YTD June 2012 vs previous 12 months.
    4. 4. Amara’s Law: “We tend to overestimate the effect of a technology in the short run and underestimate the effect in the long run.”4
    5. 5. A 70|20|10 framework can help drive innovation 1980‟s 2005 2011 Learning Approach Budget Development to Innovation Allocation5
    6. 6. We believe 70|20|10 aids great channel planning6
    7. 7. How can we summarise our objectives? 70 20 10 What must Practical learning Reliable impact and ROI Some impact and ROI media deliver? and pointers for the future What does New innovations work Campaign functions; Campaign delivers success well, some pleasant occasional runaway strongly against plan look like? surprises success Opportunities for Research must Success of media; Future channel potential optimization across identify optimize within channel and initial optimization tips the media mix Large optimization What does Incremental Winners and losers gains have a success optimizations make a identified (failure part significant impact look like? big overall difference of future success) within channel7
    8. 8. 70|20|10 mentality driving innovation 2005 2009 2013 TV TV Outdoor TV Outdoor Radio Outdoor Radio Print Radio Print 70 Cinema Print Cinema Activations Cinema Activations Out of Home Classifieds Out of Home (Rank TV, Taxi TV) (Rank TV, Taxi TV) Online search & display Activations Social Media Online search & 20 Out of Home (Rank Online Video display TV, Taxi TV) Gaming Social Media Online search & Mobile 10 Online Video display AR, LBM & NFC Gaming8
    9. 9. 70 – the comfort zone9
    10. 10. It’s all about optimisation...10
    11. 11. TTV resonates in a similar way as TV does! Where have you seen the campaign for brand XXX? 65 TV TaxiTV 43 Print Outdoor 13 11 9 Radio 4 Taxi Rank In the example below, 2/3rd’s of the sample said they had seen the ads on TV when it was only flighted on TTV!11 SA financial campaign
    12. 12. A stronger Noting result is seen amongst executions that launched on both TV & Cinema simultaneously Effective Noting - Total % Noting 25 38 20 18.3 15.1 15.4 15 12.8 12.6 10 9.4 5 0 <3010 11 - 15 30 >30 16 - 20 Duration (Seconds) TV Only TV and Cinema13 Source: Millward Brown’s Adtrack Database
    13. 13. How can I get more frequency for my money? How can I get more frequency for my money? Click on TV to view more 14
    14. 14. Knowing how much is enough…15
    15. 15. What is my campaigns optimum frequency range? 100% 80% Achieved Frequency: % maximum impact TV 6.6 TV (75) 60% Online 14.7 Bus (75) OOH 25 40% Online(95) 10-12 AWARENESS 20% 2-4 8-10 0% 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Frequency 100% % maximum impact 80% 60% 40% TV(100) PURCHASE INTENT Bus (80) 20% 7-9 15-17 0% 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Frequency Different campaign objectives may require different media support levels!
    16. 16. Over investment in any one channel createsinefficiency and wastage, reducing ROI 37% of campaign‟s TV GRP‟s were wasted here Weeks At traditional weights TV is often over delivered and so cost inefficient. Perhaps TV is not the best place to find “light’ or non TV viewers to grow our reach17
    17. 17. What is the effective frequency of my ad ? What is the effective frequency of my ad? Click on TV to view more18
    18. 18. Getting the Effectiveness – Efficiency Mix right19
    19. 19. Big impact usually costs a lot of money... Overall Media Consideration Contribution Contribution Per RXm 3.4% 0.4 Online 0.8 OOH 0.6 1.1 0.5 0.6 Press 1.9 TV 0.4 ... but sometimes a little money can work a lot harder20
    20. 20. How can I optimise moving forward? % people reached by medium with non-optimum frequency, by the end of the campaign Overall Impact Cost -5 -20 40% 11% 0% TV Digital Outdoor • In this example, 40% of the TV audience had seen • An adjustment to the media plan involving a the ad too many times (i.e. above the range of reduction in TV spend and an increase in digital frequencies found to be cost effective) spend resulted in almost the same overall impact (just 5% reduction) but a cost saving of 20%21 CrossMedia Research™ Case Study – Europe FMCG
    21. 21. How to combine scale and engagement? Click on TV to view more22
    22. 22. 20 – calculated innovation23
    23. 23. Innovative within channels24
    24. 24. Don’t interrupt the thing I am interested in...BE THE THING I AM INTERESTED IN!25
    25. 25. Often it’s the unexpected that works! Click on TV to view more26
    26. 26. Integration – innovate across channels27
    27. 27. Making campaign touch points seamlessly support each other Click on TV to view more28
    28. 28. Media contribution to campaign uplifts Print TV & Outdoor 13% 27% 19% Outdoor 7% 34% Radio TV & Radio Synergies are accounting for 61% of media uplifts. TV has a synergistic effect on driving uplifts along with other media.29
    29. 29. In order to be successful, brands need to create media agnostic ideas that are social at their core.30
    30. 30. 10 – into the unknown31
    31. 31. 32
    32. 32. Your efforts in this zone are likely to be relatively resource intensive. Even if media costs are low.33
    33. 33. Bold often pays off! Click on TV to view more34
    34. 34. Millward Brown – here to help AdIndex for mobile FanIndex AdIndex CrossMedia AdTrack35
    35. 35. Success!36
    36. 36. GETTING THE MOST FROM OUR 20/1037 @moniqueleech
    38. 38. The Social Media Revolution Click me!39
    39. 39. A closer look at social networking in South Africa - 5.3 million South Africans use Facebook. 1.8 Million South Africans use Linked In. 1.3 million South Africans use Twitter. 1.2 Million South Africans use Google+.40 Memburn 7th Septmber 2012
    40. 40. 41
    41. 41. 42
    42. 42. Order of media in terms of reachI M PA C T P E R P E R S O N This displays the variation in impact on those reached by the different media MEDIA REACH
    43. 43. On advertising awareness as a measure we see the powerof AV and other broadcast media 20%I M PA C T P E R P E R S O N 10% TV Online Radio NEWS Display Facebook Display Newspapers MEDIA REACH
    44. 44. Facebook Display drives consideration 20%I M PA C T P E R P E R S O N 10% NEWS Facebook Online Display Display Radio Newspapers TV MEDIA REACH
    45. 45. Looking at our Market Norms database - SOCIAL FACEBOOK NETWORKING ONLY Aided Brand Awareness Δ 1.6 Δ 2.9 Online Ad Awareness Δ 3.4 Δ 7.8 Message Association Δ 4.6 Δ 3.1 Brand Favorability Δ 1.7 Δ 2.2 Purchase Intent Δ 2.5 Δ 3.62190 Campaigns
    46. 46. THE HEART OF FACEBOOK ISTHE FAN PAGEBuilding brand loyalty and advocacy
    47. 47. Our analysis tells us what makes a good fan page andhow it impacts key brand KPIs Impact on brand equity Fan page attributes Impact on FanIndex brand appeal Fan page content Rating Impact on purchase intent Benefits of being a fan Impact on engagementBetter attributes, content and benefits result in a page with a betterFanIndex rating. This in turn results in stronger brand impact.
    48. 48. Size isn’t everything... 115 Bigger does not always mean better! 110 Number of fans has no impact on Fan Page approval FA N I N D E X R AT I N G 105 100 95 Correlation: 0.02. r2 = 0.00; r = -0.04 90 85 500000 1000000 1500000 2000000 # FANS49
    49. 49. Higher FanIndex results in greater increase inpurchase intent 130 120 FA N I N D E X R AT I N G 110 100 90 80 70 0 0.2 0.4 0.6 0.8 1 Purchase Intent
    51. 51. In essence - Making your fan page flourish Variety Fun Community DIFFERENTIATOR DIFFERENTIATOR DIFFERENTIATOR Useful Interaction Innovation information DIFFERENTIATOR DIFFERENTIATOR DIFFERENTIATOR52
    52. 52. Creating an engaging Fanpage will result (on average) in those consumers spending 4x more on your brand. 13% 3% FANS NON-FANS Source: BRANDZ 2010 global database53
    53. 53. Mobile Winning Strategies54 54
    54. 54. “The question is no longer - Why should I invest in mobile? - we’ve all read statistics about the tremendous adoption of mobile and tablet devices—but - How should I invest in mobile?” Mobile Playbook55
    55. 55. Mobile advertising and marketing is a real contender inthe South African market: 5,413,335,038 Quarterly Mobile Advertising Impressions in South Africa on the InMobi Network as of Q2 2012The average mobile web user in South Africa consumes over 6 hours of media daily. Mobile devices represent 30% of this time. 79% Of consumers are more or equally comfortable with mobile advertising vs. TV or online ads 56
    56. 56. In South Africa, consumers find their mobile devicesindispensable!Mobile devices are used throughout the day:Mobile impacts consumer behaviours throughout the purchase path: 57
    57. 57. Mobile Advertising BEST PRACTICES5858
    59. 59. THANKS, ADWEEK
    62. 62. YOUR BANNER IS AN APPETIZER, NOT THE ENTIRE MEAL.In Dell A/B test, users clicking these rich media ads consumed 47% more content.
    63. 63. YOU‟RE NOT TARGETING A DEVICE, YOU‟RE TARGETING A PERSON.Check withfriends: WatchWho‟s up for What‟s trailer, read Concessiona movie? playing near reviews Buy tickets in Check in at stand promo Watch the Tell my me? advance theater movie friends Let‟s eat!
    64. 64. Dynamic Logic has completed 300+ mobile advertisingstudies across a broad range of industry verticals. Display & Rich Media Mobile Ads Search SMS More Location commonly Emerging researched APPS Augmented Reality Mobile Video
    65. 65. Mobile Works! The average campaign hasan impact on all 5 traditional brand metrics.Percent Impacted: Delta (Δ)Aided Brand Awareness +5.9 Ad Awareness +19.9 Message Association +12.1 Brand Favorability +3.9 Purchase Intent +4.7Source: Dynamic Logic’s AdIndex for Mobile Norms through Q3/2011; Overall Mobile N=165 campaigns, n= 125,471 respondentsDelta (Δ)=Exposed-Control 66
    66. 66. Mobile Outpaces Online AdsAverage Brand Metric Deltas for Mobile and Online CampaignsMOBILE +5.9 Aided Brand +2.1 ONLINE Awareness +19.9 Ad +4.2 Awareness Message +2.2 +12.1 Association Brand +1.4 +3.9 Favorability Purchase +1.2 +4.7 IntentSource: Dynamic Logic MarketNorms for Online, last 3 years through Q1/2011, N=2,437 campaigns, n=3,259,336 respondents; AdIndex for Mobile Normsthrough Q3/2011, N=165 campaigns, n= 125,471 respondents. Delta (Δ)=Exposed-Control 67
    67. 67. There may be a novelty factor at play, butmobile still bests both early online and early videoPercent Impacted: Delta (Δ) Early Online Norms (2000-2002) Early Video Norms (2002-2004) Mobile (2007-2011) +19.9 +18.9 +12.1 +11.3 +9.1 +7.8 +5.9 +5.8 +4.5 +4.7 +4.1 +3.9 +4.0 +2.3 +2.1 Aided Brand Mobile Ad Message Brand Purchase Awareness Awareness Association Favorability IntentSource: Dynamic Logic’s MarketNorms; Online (2000-2002). N=616 campaigns; Online Video MarketNorms (2002-2004), N=34 campaigns; AdIndexfor Mobile Norms through Q3/2011, N=165 campaigns, n= 125,471 respondentsDelta (Δ)=Exposed-Control 68
    70. 70. Creative matters more than ever:There’s a large variation in the best and worst performing adsPercent Impacted: Delta (Δ) Mobile Best Performers Overall Mobile Performers Mobile Worst Performers +44.4 +29.8 +19.9 +18.1 +16.3 +14.5 +12.1 +5.9 +3.9 +4.7 +2.4 -2.7 -4.0 -1.3 -4.9 Aided Brand Mobile Ad Message Brand Purchase Awareness Awareness Association Favorability Intent Source: Dynamic Logic’s AdIndex for Mobile Norms through Q3/2011 Overall Mobile N=165 campaigns, n=125,471 respondents. Delta (Δ)=Exposed-Control 71
    71. 71. What differentiates the best and worstmobile creative? 1 The location of a brand name or logo within a mobile ad can have a strong impact on advertising recall 2 Clear and persistent branding is important for brand awareness 3 Encouraging interactivity and engagement are advantageous for mobile campaigns 72
    72. 72. What does successful and unsuccessfulmobile creative look like? Three characteristics in particular are associated with high impact: 1 Left-side brand placement 2 A strong call-to-action 3 Clear branding throughout the creative 73
    73. 73. Although all categories can benefit positively from mobileadvertising, CPG outperforms both financial servicesand auto across nearly all metrics Percent Impacted: Delta (Δ) Financial Services CPG Automotive +25.0 +19.9 +14.5 +14.7 +11.6 +9.3 +6.5 +5.4 +5.4 +4.0 +4.6 +4.2 +3.8 +3.5 +1.8 Aided Brand Mobile Ad Message Brand Purchase Awareness Awareness Association Favorability Intent Source: Dynamic Logic, AdIndex for Mobile Norms through Q3/2011CPG N=41 campaigns, 37,649 respondents; Financial Services N=39 campaigns, 30,050 respondents; Auto N=34 campaigns, n=24,392 respondents. Delta (Δ)=Exposed-Control 74
    74. 74. Overall, mobile outperforms on line on all key brandmeasures for CPG brands CPG MobilePercent Impacted: Delta (Δ) CPG Online +25.0 +9.3 +6.5 +5.1 +5.4 +1.7 +4.6 +1.6 +1.6 +2.3 Aided Brand Mobile Ad Message Brand Purchase Awareness Awareness Association Favorability Intent Source: Dynamic Logic, AdIndex for Mobile Norms through Q3/2011; Dynamic Logic MarketNorms for Online, Last 3 Years through Q1/2011; CPG Mobile N=41 campaigns, 37,649 respondents; CPG Online N=881 campaigns, 996,812 respondents. Delta (Δ)=Exposed-Control 75
    75. 75. Mobile financial services campaignsoutperform their online counterparts as well Financial Services MobilePercent Impacted: Delta (Δ) Financial Services Online +14.5 +11.6 +4.0 +3.5 +2.6 +2.8 +1.8 +0.8 +1.3 +1.3 Aided Brand Ad Message Brand Purchase Awareness Awareness Association Favorability Consideration Source: Dynamic Logic, AdIndex for Mobile Norms through Q3/2011; Dynamic Logic Marketnorms Online; Last 3 Years through Q1/2011; Financial Services Mobile N=39 campaigns, 30,050 respondents; Fin Serv Online (Last 3 Years): N=291 campaigns; 460,239 respondents. Delta (Δ)=Exposed-Control 76
    76. 76. Do’s and Don’ts do: don’t: clearly brand your show your brand only on a creative product shot make sure you have a clutter your ads with too much text clear call-to-action or too many logos make the ads interactive and repurpose online creative only engaging to leave it cropped 78
    78. 78. Consumers see ANYTHING digital as digitaladvertising, and brands need to be invited into these spaces – make sure you act asa friend not a salesman Consumers don‟t distinguish between ads, search or information on digital mediums. Brands need to to think that anything communicated through digital is a one on one with the consumer- you are trespassing in their „cloud space”. Creativity is king on digital. Advertising needs to be more engaging, more unique and more relevant than offline. Yet in practice the reverse is true. Offline advertising is owned by the brand and you have a right and a reason to be there. Digital platforms belong to the user- unless you have something to say or add, you have no right to be there. Digital format matters- SMS and email are more personal, you need to be invited and then better have something worthwhile and relevant to say. Otherwise you may be banned form coming in again. 80
    79. 79. So what you waiting for?GO ON! EMBRACE THE UNCONVENTIONAL.81
    80. 80. For more information contact: Andrzej Suski, Head of Media Solutions Africa & Middle East e: t: +27 21 442 3680 Monique Leech, Director Digital Solutions e: t: +27 11 202 714882