Advertisers told to reconsider the power of audio in new era of audio evolution

With millions of Australians going into lockdown last year, audiences tuned into talk radio in unprecedented numbers and doubled the amount of time they listened to podcasts. As Australia charts a road to recovery, a panel at Nine’s Big Idea Store has heard that a new transformative audio evolution is underway, where advertisers should balance a mass-market approach while embracing the new frontier of aggregated niche via podcasting.

“The role of audio has evolved over time,” said Claire Butterworth, GroupM General Manager of Investment, speaking as part of the Powered by Nine Surround Sound: Audio Evolution panel. “For us, we have a different role for linear radio versus what we do for podcasting and streaming. The role of audio is now really multi-faceted, so there’s so many different ways for us to recommend to our brands and clients that can amplify through different metrics. We look at the roles very differently and how they can contribute to an overall outcome.

“We also look at how people engage with audio and its different opportunities within the broader audio strategy. It’s an exciting time for audio and I’m really pleased with the progression of the last two or three years. We are now almost at a place where we can look at an overall audio ROI result.”

Future Women founder Helen McCabe said the explosion of podcasts now on the market means podcasters need to be at the top of their game for brands to get the best results.

“We’re at a moment in time where professional interviewers and podcasters are really coming to the fore,” she said. “The quality of productions is now becoming important, and in terms of scale it is a very crowded market and you need to be absolutely brilliant at what you do. The craft has to be very well honed … you are competing with the best in the world, so I would certainly caution anyone who’s a budding podcaster as it’s a tough space to get a good audience. That said, it’s a fantastic space for a niche audience that speaks to your brand and to your needs.”

While the uptake of podcasts – and the introduction of audio apps such as Clubhouse – has grown rapidly, talk radio continues to be the dominant audio platform for brands.

“The audiences are very engaged in talk radio,” explained panellist and 3AW Breakfast host Russel Howcroft on why talk radio is a powerful tool for brands. “My experience is that the audience is incredibly sticky and advertisers are actually part of the show. They become embedded in the audio soundscape that is the program.

“The real powerful thing is that the audience sees talk radio as theirs and they want to participate. Advertisers contribute to the program, the public contributes to the program, and of course the host tries to drive the bus. All up it makes for a powerful medium for the audience but also a really powerful medium for advertisers.”

For GroupM’s Butterworth, traditional linear radio’s unrivalled understanding of how their hosts can drive listeners’ connections to a brand is something niche audio platforms can learn from.

“What works really well for radio is the comparable use of talent,” she argued. “That’s a unique proposition which other channels aren’t able to offer. The correlation and the relationship between the brand and the product and the messaging can be intrinsically linked and empowered by that talent.”

As the audio market continues to fragment and brands decide where to put their marketing dollars, a holistic approach and taking a “sum of all parts” outlook may benefit brands and platforms.

“You’ve got the linear radio scale, which has the immediate response and the scalability and delivers to the masses,” explained Butterworth. “But it is a mass, crude audience, not a lot of segmentation and dynamic optimisation behind it, which is where podcasting and streaming comes in.

“In terms of scalability, from a GroupM perspective it’s about creating a marketplace of supply so that you can overcome the limitation in scale and it becomes the sum of all parts. It [podcasts] can be very niche, but it’s also very personalised because when you are looking at podcasting it’s a very individual choice and there’s a one-on-one relationship that you have.”

But marketers and advertisers need to stay more focused than ever to find the ears of their target listeners in a niche environment.

“As an advertiser, you need to be in it for the long haul. Back the content, because you believe that content is going to be attractive to the audience you want, and stay with it for the long haul,” said Howcroft. “Brands should remember that the podcasting they are attaching themselves to is because the audience has great interest in that content. They have far greater interest in that than the advertising, so pick the content you can piggyback on and as a result of that piggybacking you can get the halo effect of that content.”

With audio now entering a golden era of evolution, advertisers need to be “relentless and diligent” about their brands’ sounds, according to Howcroft.

“We often underestimate the power of audio,” he said. “If we just think about a nursery rhyme that we learnt when we were three-years-old, I can say ‘London bridge is falling down’ and everyone would know the rest of the song. Audio is an incredibly powerful way to invoke memories. Brands have known this for a long time; they attach audio to their brands and receive immeasurable results off the back of it.”

IAG Content Boss: Good branded content requires not just bravery but an understanding of the magic of content

Marketers have been warned that good branded content requires not just an idea or a good piece of content but also an understanding of the “magic” and craft that goes into making a highly effective piece of branded content.

Speaking to a packed room on a panel at Nine’s Big Ideas Store, Zara Curtis, IAG’s Director of Content, told the room that good branded content didn’t always come with a direct, tangible outcome that could be sold to the board or finance department.


“It’s a very brave client that goes into long-form content, because it’s not a process you control if you understand creativity and the process that goes into making it,” said Curtis. “It is full of risk. It doesn’t deliver an ROI that your CFO is going to sign off on, so a lot of things have to align before you can jump in.”

Nine’s Director of Powered, Liana Dubois, agreed and argued that brands need to think about the outcome they are after before they jump in.

“There are significantly more risks for advertisers investing in producing their own long-form content than benefits,” said Dubois. “But if done well and for the right reasons, by people who are experts in long-form content creation, it can give you a compelling platform to tell an amazing brand story, as long as it makes you feel something, be it that you laugh or cry.

“That brand story can then be converted into short form and amplified across a digital ecosystem, paid, owned, earned, etcetera, and it can probably also give you a little fodder for public relations.”

Hamish Turner, Nine’s Program Director, said there were lessons for brands in learning from professional content creators before they embark on the journey of creating content.

“When we commission a show there are three things we think about: Who is the audience? What is right for our brand, in that the stuff that works for Channel Nine doesn’t necessarily work for Seven or Ten? And who are the content creators? We’re lucky in working with the best content creators in the business.

“So for us, with branded content, it comes down to will this content engage and excite our audience? Does it fit our brand? Does it fit our platform? And do we have the best people making it?”.

Amid an industry revival in branded content, the moderator, Powered’s Sarah Stewart, asked the panel what they thought was driving the push.

Dubois replied: “There seems to be, in some pockets of the industry, a concern that in making traditional advertising – a great 30-second spot for TV or radio, a great ad for print or premium digital – somehow the effectiveness of that advertising is on the decline. That is not the case.

“The other thing happening is that there are pieces of content that have been produced which do have a brand at their core, or have had a significant role in changing culture, that brands are trying to lean into,” she said, citing the success of shows like The Queen’s Gambit, The Last Dance, or locally, LEGO Masters.

“Every brand wants that, but for most of them it isn’t possible.”

Nine’s Turner responded: “Also, most of them weren’t created with the brand in mind – they were created for an audience.

“The best brand-funded content is the one where you don’t even notice the brand. It is seamlessly integrated and just goes on the journey with the brand you are trying to sell.”

Curtis agreed, arguing that marketers need to work with professional content makers who understand the craft that comes with long-form content.

“Consumers do smell a rat (when you are trying to sell),” she said. “You have to look at your brand tone and brand essence, and then it’s over to the (content creators) to align our brand with the right show and the right message. That’s where the craft comes and the magic, and I don’t think it’s always obvious.”

Measuring success: Prove marketing effectiveness, win over the board

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Measuring success: Prove marketing effectiveness

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Creative vision


Marketers are far more likely to get support for big brand investment if they can prove their strategy delivers both short and the long-term results, says Suncorp CMO Mim Haysom. That requires a clear strategy, collaborative partners and robust effectiveness metrics. Haysom says Suncorp’s sponsorship of The Block ticks all those boxes – convincing key stakeholders that bold ideas unlock big growth. Here she unpacks the key building blocks.

Tying marketing investment to business outcomes is the Holy Grail for most marketers: it’s key to winning stakeholder trust and getting business cases over the line, says Suncorp Group CMO, Mim Haysom.

Marketers must deliver both the long and short-term gains, she says – and be able to prove their strategy is driving meaningful results in terms that businesses understand: Did it move the needle, how and where – as well as being able to dive into the minutiae.

“We've put a lot of work in the last three years into improving the sophistication of our effectiveness metrics,” says Haysom.

“We've built really robust frameworks to help us set and evaluate both long-term metrics, like brand equity and brand health metrics. Also, short-term metrics around business results and of course, media ROI,” she adds.

“If you've got a really clear set of metrics and you can measure them, communicate them to stakeholders and do so with some science and credibility behind it, then you get the confidence from your stakeholders.”

Put those elements in place and communicate them, she says, and business leaders are more likely to align with the plan.

“They've got confidence that you can deliver on it – and I think that goes a long way to building a really successful partnership,” says Haysom.

Watch episode three above or stream below:

Choose partners wisely


Hence the imperative for brands to work with credible measurement and delivery partners, says Jonathan Fox, Director of Effectiveness at Nine’s Powered unit.

“We have a number of different measurement options at Nine, and we pick the best one or the best combination, depending on what we're trying to measure,” he explains.

“For immediate measurement, we would partner with the likes of Agile Media – as we did with Suncorp – or TVSquared, to understand the immediate response on website or app downloads.”

Meanwhile brand health studies conducted with the likes of Gemba and Kantar deliver a clearer picture of longer-term impacts.

Beyond that: “If we want a really deep partnership with our clients and our sponsors, then we also have the expertise to build econometric models to really understand the incremental impact and measure the return on investment,” says Fox.

“Effectiveness is a team sport. So the more expertise we can bring together, the more we learn.”

However, Fox underlines that picking best of breed partners is key – and Haysom agrees.

“Those effectiveness and insights partners are critical to our planning process and integral to that planning process. It inputs into budget setting, channel selection, partner selection, all the way through to measurement and reporting – which then cycles back into the planning cycle again,” she says.

While marketers are “spoilt for choice” in terms of the number of data and analytics providers now in market, “you need to be very clear on your strategy,” she says, “because what you don’t want is duplication.”

Marketers need to pick out the signal from the noise – and avoid data overload, adds Haysom.

“So you need to get the shape of those partnerships right, and you do that through understanding what you want out of each of those partners and then leaning into it and supporting it the right way.”

Collaborate, share KPIs


Collaboration is key to greater effectiveness, says Haysom, with success born out of best of breed working relationships.

“We're coming into our fourth year of [sponsoring] The Block. But every year we learn something new – whether it's about how to better integrate the creative, whether it's ways of working or whether it's how to drive business results. But it all starts at the beginning of the process with collaboration,” she explains.

“We build cross-functional teams and bring together really diverse skillsets from all of our partners. That's my team, all of the brand teams and centers of excellence in at Suncorp, it’s OMD, it’s our creative agency and it’s the team at Nine.”

Before any campaign work starts, the key is to nail business strategy, says Haysom.

“Then we set really clear KPIs and objectives – and it’s not just me who is on the hook for it, we all are. So we share those KPIs and that accountability.”

Collaboration continues all the way through to execution and post-campaign wash-up, says Haysom.

“After the set-up session around what are our objectives, we always run a hack with the Powered team. So we're ideating collaboratively, getting to the creative together with all of those stakeholders in the room.

“Then once we've nailed the campaign and we're in market, we have weekly optimisation meetings with all of those people on a call, making sure that the creative and the content is landing the way we want it to and delivering the results that we expected to right from week one,” she says.

“So for us, the two things that work hardest are collaboration and having really clear KPIs that we're all accountable for.”

Building brands, hitting targets


While Suncorp’s brand is reaping the rewards of its multiyear sponsorship of The Block, it’s also driving significant short-term performance gains.

“Year-on-year, we've seen a really strong return on investment. But in terms of short-term metrics, last year we saw new website visitors increase by 31 per cent and total website visits increase 11 per cent,” says Haysom.

“We also saw quite a significant increase in new account openings – one of our priorities – over the period and the duration of The Block partnership while it was on air.”

This year, the brand hopes to unlock continued growth through the sponsorship, now in year four. Nine’s study of 120 sponsorships across its properties, conducted by Gemba, suggests that faith is well placed.

Gemba’s key finding, says Jonathan Fox, was that longevity pays dividends.

“The longer the sponsorship, the deeper that connection is between the brand and the show,” says Fox

“And you can start to leverage that for things like product launches if you're getting into that fourth, fifth, sixth year of sponsorship.”

Contact us for more information on how your brand can leverage the power of Nine to deliver real business outcomes.

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Marketers must recognise consumer perceptions around social responsibility have changed

Across multiple generations of Australians, COVID-19 has redefined consumer expectations of the brands they deal with, new research shows.

During a panel on the ‘Roaring 2020s’ at Nine’s Big Ideas Store this week, the room heard how new research by Powered by Nine and marketing research firm Fiftyfive5 showed that recent events surrounding COVID-19, where brands reacted swiftly to the pandemic, had shifted the lens in which many consumers view the brands they deal with.  

“What came through so strongly in our research was people saying: ‘it’s not about what you say but it’s about understanding your role in my life and in the community as well and fulfill that’,” said Hannah Krijnen, Director at Fiftyfive5.

“I’ve been joking that in the past 12 months, all Australians have done a branding 101 course because the expectations and engagement are so much higher, than they have been. “Where two years ago we might talk to people who were (aged) 50+ and they were pretty happy if you spoke the right way (about issues) they were happy. But you can see the conversation shifting and suddenly they have seen brands do more than talk.

“So, when Woolworths (in COVID) got their deliveries working, when they had community hours. Or Coles was doing that it gave them a lot of credibility. That became even more important in regional communities.

The Powered by Nine and Fiftyfive5 research also found that not only are Australian consumers now more conscious of the need for brands to live up to the ideals of social responsibility, they also have a increasingly low tolerance for behaviour considered to be ‘substandard’.

Toby Boon, Director of Strategy, Insights & Effectiveness, Nine

Fellow panelist Russel Howcroft, the host of 3AW Breakfast and panellist, agreed, arguing that the era where brands only paid lip service to ideas like corporate purpose was over.

“All brands and businesses need to recognise that we are at the beginning of a very big social change,” said Howcroft. “This is why purpose matters, I used to be very cynical and I thought it was something that the advertising industry had created in order to write a proposition, in order to write better advertising.

“I don’t have that cynical perspective anymore now. It is the fundamental seed of all businesses of the future. They have to have a core purpose that they fundamentally believe in and that they then get their staff, their colleagues to believe in and then that belief leaches out into the marketplace.

“It is no longer good enough to promote an idea, you have to live and breathe it.”

Krijnen said an idea like corporate purpose was too often over complicated and framed within corporate social responsibility (CSR).

“I think purpose is a difficult word because you say purpose and immediately you can see people jumping to CSR and lots of different social issues. I don’t think that’s what this is about for people,” she said.  

“What we hear people talking about is ‘I want to know why you are here?’, ‘Why are you in business?’, ‘What is it you want to offer and will you follow it through in everything that you do?’. It’s not that every business needs to have a stance on climate change, gender, homosexuality and everything. There are brands that have very clear purposes, that purpose is very focused and its when you follow that through and look at how that impacts the community that matters. Because it’s about more than just your individual relationship with the end customer.

Moderator Toby Boon, Nine’s Director of Strategy, Insights & Effectiveness, asked the panel if there was a generational difference in attitudes, pointing to how the research highlighted that the majority of people expected both sustainability and support of local communities from brands they deal with.

“Of course,” said Krijnen “The big difference is Gen Z. They have expected this sense of purpose and role in the community for a long time. It’s not a benefit, its not something you do that you charge more for. It’s a question of if you are going to be a good brand in this world you have to know why you are here and act on it. Gen Z are driving the change but Baby Boomers are starting to catch up now.”

Toby Boon, Director of Strategy, Insights & Effectiveness, Nine
Allison Langdon, Presenter, Nine
Hannah Krijnen, Director, Fiftyfive5

Panellist Allison Langdon argued there was a simpler of viewing this generational divide.

“Do you think it’s a simple as the difference in the generations is that Gen Z want to change the world and for Baby Boomers it’s more about the community and keeping the community safe?,” said Langdon

“I think that’s a really nice way of looking at it,” responded Krijnen. “In the research we had this clear shift in the Gen Z responses and it’s the hope that they can enact change and they can tackle these wicked problems.”

“Gen Z are very community focused. They are going to behave very differently as they go through life and their community will be very important,” said Howcroft.