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How to Innovate with Integrity: the Key Takeouts

Posted By The Marketing Institute, 29 August 2017

Independent News & Media and The Marketing Institute of Ireland, hosted an event titled “Innovation with Integrity” on Thursday 24th August 2017 with special guest Mike Villaseñor, Creative Director for The New York Times. The event was attended by senior marketing management and media industry professionals. Here are the key takeouts from the briefing.


How do we improve campaign performance? 

Declan Fahy shared how brand teams and media organisations can collaborate earlier in the process for better results!


The creative process

  • invite us to chat
  • provide detailed briefs
  • challenge us


  • insist on a/b testing
  •  provide specific objectives
  • request campaign reports, don’t file it away, use it and apply key learnings to your next brief


  • interrogate campaign reports
  •  insist on third party trackers
  • insist on agencies and publishers sharing data & insights


Declan Fahy


How can publishers innovate brand solutions?

Mike Villaseñor shared his unique insights and experience on innovative brand solutions from publishers.


Put the reader first

More than ever we must respect and understand the reader. This means that we ought to lean into best practices of how both editorial and advertising coexist in a clear and meaningful way for the reader. Labels and other markers of contrast should be based on research produced for your core audience. A quality core experience doesn't mean less or less impactful ads, in can be quite the opposite given the meaningfulness of the ad stride and positioning. 


Have clear KPIs 

Define what the campaign objective is up front. This will help the creators define and develop the most effective campaign for your brand. Publishers are brought in far too late in the process and may in fact have the keys to your goal. 


Bring the makers to the table first

Gather your key makers and creative minds; bring them to the table at the start instead of at the end. Too often the request that ends up with them is largely watered down and without creative challenge resulting in an experience that is similar to everyone else's. 


Develop strategies that respect both the editorial and brand voices 

This means to try emerging technologies, redesign the experience, and apply new methods to storytelling that are fully conscious of both the newsroom and advertiser need. Avoid developing for one over the other, the entire package is one experience for the reader


Mike Villaseñor


How can AI bring branded content Back to the Future?

Hugo McCafferty on how AI and Data are big buzzwords just now, but how can they really impact brand storytelling?

While much of the current discourse around AI revolves around ethics there is a lot of scaremongering going on. It's only natural to be afraid of change, but let's not forget about the many benefits AI can bring to our daily lives.

There are already some good case studies of early adoption of AI in advertising although the execution seems somewhat primitive at this early stage. What we're potentially aiming for is an AI that can communicate to us on our own level with all the nuance and wit of humans. They'll understand our moods, our behaviour, our desires and needs, even before we do, and for brands, that's good news as they'll be able to offer their customers solutions before and as they arise.

For now we can use AI to mine the data set of social media to provide a highly accurate context in which to create more effective branded content.



Hugo McCafferty

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How to Innovate with Integrity: A breakfast briefing by Independent News and Media and The Marketing Institute

Posted By The Marketing Institute, 29 August 2017

Dublin, 24th August: Independent News & Media and The Marketing Institute of Ireland, hosted an event titled “Innovation with Integrity” on Thursday 24th August 2017 with special guest Mike Villaseñor, Creative Director for The New York Times. The event was attended by senior marketing management and media industry professionals.

With the media landscape changing at a frantic pace, the event sought to look at innovations such as artificial intelligence, mobile storytelling and ad fraud through the lense of integrity for both the reader and the brands whose advertising revenues keep innovation and story telling alive for publishers.

Peter McPartlin, MediaCom, MC for the morning, Tom Trainor, MII and Mitchel O’Gorman, INM led proceedings, and spoke about the importance of taking a step back to consider your audience and the diverse range of media options now available before jumping on to the newest and most shiny piece of tech. Innovation for innovation sake without the counter balance of integrity and creativity is of little merit for sustainable customer focused and impactful advertising solutions.

Special guest Mike Villaseñor, Creative Director for The New York Times presented the latest innovations in reader centric design for storytelling along with the powerful “The Truth Is” campaign.

Special guest Mike Villaseñor, Creative Director for The New York Times said: “We truly believe that reader experience is everything. It runs through the fibres of our brand and inspires creativity everywhere, from the newsroom to advertising."

Declan Fahy brought a seemingly complex topic of Innovation back to brilliant basics by speaking about the three fundamentals needed to breed a trusted and innovative partnership among brand, agency and publisher.

Declan Fahy, Head of Digital Sales, Independent News & Media said: “In order to improve better campaign performance we need three things; an improved creative process, better campaign optimisation and also to demand better transparency with all parties. I am fully aware that my solutions are back to basics but unfortunately it’s the basics that currently aren’t being done correctly in the first place."

Hugo McCafferty bravely stood up and spoke the words that were on many peoples minds. When it comes to Artificial Intelligence, “we don’t know what the future will hold” Speaking about his talk which covered unique opinion based on some award winning examples of AI

Hugo McCafferty, Native Editor, Independent News & Media said: "A lot of the discourse around AI is negative, there's a lot of scare mongering, but that really is just fear of the unknown. If we focus on the possible benefits from working with AI, we have so much to gain."

Elizabeth Sheehan (Lucozade Ribena Suntory), Joanne Grant (JCDecaux) and Tom Trainor (The Marketing Institute)

Miriam Hughes, (DDFH+B), Peter McPartlin (MediaCom) and Lisa Browne (Electric Ireland)

Niall Kenna (Mars Ireland), Karen Preston (INM) and Gerry Culligan (Iarnrod Eireann)

Hugo McCafferty (INM), Michael Villaseñor (The New York Times) and Declan Fahy (INM)

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A Day in the Life of... Daragh Anglim, Head of Marketing at Fáilte Ireland

Posted By The Marketing Institute, 23 August 2017

daragh anglim failte ireland

The Marketing Institute: What does a Head of Marketing at Fáilte Ireland do?

Daragh Anglim: I do the best job in the country; I get Irish people to take more holidays in Ireland. I help increase the revenue contribution of tourism to the country and ultimately help create more sustainable jobs in tourism. We do this by encouraging people to take incremental short breaks in Ireland. It’s amazing the more holidays people take in Ireland the better for me and ultimately the better for Ireland.


MII: What were your key career moves to get to your current role?

D.A: I’ve spent most of my career on the other side of the table working in agencies. I started out working BTL then moved into DM and ended up in specialising in Digital,  I also ran my own consultancy business for a number of years.  I started out in Fáilte Ireland initially as the Head of Digital and over time lead the creation of an integrated marketing team. Fáilte Ireland was already a leader in digital and in traditional marketing so I had a really fantastic base to build a team of marketing specialists from.


MII: What is the biggest challenge you face in your role?

D.A: Measuring the effectiveness of our marketing and work, my job is do work that will drive visitor numbers, revenue and jobs however there are a huge number of macro and micro factors that we have no influence over that fundamentally effect peoples decisions to take incremental short breaks in Ireland. While we have a brilliant research and insights team we’re really focusing on building an even more robust insight engine to help us deliver effective work and help us track the impact of that work on people’s holiday behaviour.


MII: What key skills do you need to be effective in your role?

D.A: Passion, patience, tenacity and a good sense of humour. We’re lucky we sell holidays and don’t have the same pressures as other teams in terms of case sales or pints in hand, we do however have other pressures. Tourism is such a critical economic driver for the country and is so important to so many people’s livelihoods that we have a bigger responsibility than P&L. We need to bring people with us both internally and externally and demonstrate that the work we’re doing will deliver for them and the country. That can take time and be a slow process but it’s worth it when we see the effect on revenue and employment.


MII: Describe a typical working day.

D.A: Phew, not sure there is one. I spend about an hour a day planning, about 2 hours working with each of the marketing managers (Wild Atlantic Way, Ireland’s Ancient East and Dublin) on their current WIP and future projects. I sit on the Executive of Fáilte Ireland so a lot of my days are often spent working business strategies and plans. Most days I meet with internal stakeholders and/or our agency partners.


MII: What do you love most about your role?

D.A: I’m selling holidays in Ireland!! I love the pride I feel when I tell people in the pub where I work and what I do. I have an absolutely brilliant team who work incredibly hard to deliver amazing work, a lot which is never seen publicly but is critical to the success of domestic tourism.  I’m incredibly lucky to have a very supportive ‘boss’ who gives me the freedom to do the work I think is right and the permission to try new things. I believe we work with the best agencies in the country creatively, digitally and in media all of whom are extensions of our marketing team, and finally Fáilte Ireland is a fantastic organisation whose sole focus is to make Ireland unforgettable for every visitor who holidays here. What’s not to love?


MII: Looking ahead, where might your career path lead to next?

D.A: I do see myself moving back into the private sector in time, I miss some of the commercial and financial pressures of a P&L. Having run my own business I’m tempted to someday go back out and work for myself again but who knows what will come along. At the moment we’re going through a period of change in Fáilte Ireland so I’m excited to see where that will lead.


MII: To whom do you look for professional inspiration in your role?

D.A: The wider Fáilte Ireland Executive team has some really brilliant people on it who constantly challenge your thinking and opinions; they have a huge wealth of experience. I’ve maintained good relationships with most of the senior people I worked with in agencies and I’m lucky I can check in with these people to help me with any big professional challenges. Finally I’m a big believer in ongoing coaching and personal development so I regularly work with a professional coach to keep me on track with my personal and professional goals.

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The Value of Marketing to Consumers’ Instincts

Posted By Matthew Willcox, 22 August 2017

A good friend of mine, Lloyd Glen, says, “I like choices that make themselves.” This is a keen insight into human nature. While we are often loath to admit it at a conscious level, our instincts consistently guide us to the easiest choice. If there is a path that allows us to cut a corner, saving three seconds and 0.5 calories of effort, we take it.

Taking away a little effort, or even adding a little, can change our choices quite dramatically. In an experiment at Google’s New York office, behavioral economist Dan Ariely showed that putting the free M&Ms dotted around Google’s offices in jars with lids rather than open bowls reduced consumption by about 3 million pieces per month (good news for the company that provides Google’s dental insurance, but not such good news, perhaps, for Mars Inc.). We replicated this experiment in our offices and found that a day’s supply of M&Ms in a bowl lasted a full week in a jar with a lid. A study led by Paul Rozin from the University of Pennsylvania showed that when the door of an ice cream freezer in a cafeteria was left open, ice cream sales were 20% greater than when the door was left shut.

Behavioral science is littered with examples of how making things cognitively or physically easier (or more difficult) affects choice. An analysis of organ donation consent programs across Europe shows that countries that require you to opt in to donating your organs—that is, requiring you to actively indicate that you consent to donate them—seldom get more than 20% consent rates, according to research by Dan Goldstein, principal researcher at Microsoft, and Eric Johnson, a professor at Columbia University. Countries that require you to opt out seldom got less than 80% consent rates. For example, Denmark, a country that requires you to opt in, showed a consent rate of 4%, while neighboring Sweden, an opt-out country, has consent rates of about 86%.

With its vivid reminder of our own mortality, the choice to donate or not to donate our organs is an extreme example of a decision that we’d rather not think about. The default makes something difficult to consider an easier choice. For better or worse (in this case, I would put a larger supply of organs for people who need them as better), the default makes organ donation a choice that makes itself.

In his wonderful book, Misbehaving, behavioral economist Richard Thaler tells of how, in his work with the U.K. government’s Behavioural Insights Team (a breakthrough group whose work probably encompasses the biggest and broadest evidence-based and practical applications of behavioral science to date), he used a simple mantra: “If you want to encourage someone to do something, make it easy.”

In the process of writing my book, The Business of Choice: Marketing to Consumers’ Instincts, I developed an appreciation of marketing that makes choice easier. What I concluded was that approaches that did this often had other benefits to both the marketer and the chooser.

In Effortless Experience: Conquering the New Battleground for Customer Loyalty by Matthew Dixon, Nick Toman and Rick DeLisi, the authors define the role of customer service as “mitigating disloyalty by reducing customer effort.” One example that caught my attention was how clothing retailer Old Navy has labeled hooks in dressing rooms: At the time that Dixon et al wrote their book, one hook was labeled “Love It,” a second was labeled “Like It,” and a third was labeled “Not For Me.”

While researching my book, I visited a number of Old Navy stores and found that the retailer had modified the program slightly. The middle hook no longer has the “Like It” label, but is now a “Love It” hook. Forgive my enthusiasm, but I think these hooks are marketing genius! First, they make physical aspects of choice easier. I do not have to think how I will organize the clothes I like and the clothes that don’t work for me. It sounds like a small thing, but I would argue that it could make a big difference.

Second, by relabeling the “Like It” hook to “Love It,” the retailer took away the ambiguity in choice, something that makes us slower and unhappier as choosers. Third, having two “Love It” hooks and one “Not For Me” hook suggests that people bring more clothes into the changing rooms that they love rather than dislike, creating an implied social norm.

Finally, having choosers put an item on a hook that says “Love It” closes the gap between trying something on and buying it by making people feel a sense of ownership of and commitment to that item. Confirming our choice makes our preference for that choice even stronger. If Old Navy could put a credit card swipe next to those “Love It” hooks, they should.

I came across another great example of making choice easier while on vacation in Budapest a couple of months ago. Visiting in the middle of a heat wave, I ducked into a drug store to buy some sunscreen. The thoroughly modern store had mini shopping carts that had magnifying glasses built into their handles. Rather than struggle with the small type on the ingredients panel (Is that type getting smaller every year or is it my ageing eyesight?), the magnifying glass lets you read it clearly. The shopper feels that he is making a smart and informed choice, and the retailer probably gets some degree of conscious or non-conscious credit for making a difficult task easier.

Making that difficult task easier means that people are more likely to do it, so shoppers may pick up and examine more products. There is a benefit for the retailer and the brand in this. Simply picking up and touching a product increases perceived ownership, which leads to people being prepared to pay more for that item, according to a 2009 study in the Journal of Consumer Research. The magnifying glass also requires shoppers to hold the item over the shopping cart while they examine it. It’s much easier to drop it in the cart than to stretch to put it back on the shelf.

In Effortless Experience, the authors suggest that organizations should evaluate how easy it is for their customers to do business with them and resolve problems with a metric that they call the “customer effort score.” I think that they’re onto something that deserves to live beyond customer service. As marketers, a question that we should always be considering is, How can we make the decision to choose our brand easier? If you take a long, hard look at every aspect of your marketing through the filter of an “effort to choose” score, you could end up making the decision for people to choose your brand—a choice that makes itself.


This article was first published on The American Marketing Association website.


Matthew WillcoxMatthew Willcox is the Founding Partner of The Business of Choice, a behavioral insights and choice architecture consultancy and author of The Business of Choice: Marketing to Consumer's Instincts.

Matthew Willcox will lead the next edition of the Marketing Institute Masterclass series The Business of Choice: Customer and Consumer Decision Making.

See event information and register here.





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A Day in the Life of... Roisin Field, Advertising & Digital Content Lead at Ulster Bank

Posted By The Marketing Institute, 16 August 2017
Updated: 15 August 2017

roisin field ulster bank

The Marketing Institute: What does an Advertising & Digital Content Lead at Ulster Bank do?

Roisin Field: My role is to work with the Head of Marketing to build the advertising strategy for the bank. This means building the brand and promoting our key products in the market. This involves working with two main groups of people; key decision makers across the business and then with our agencies to develop and implement campaigns.


MII: What were your key career moves to get to your current role?

R.F: For the past 12 years I’ve worked in creative agencies in Dublin (Strategem, CKSK & Guns or Knives) and in London at JWT, across a wide variety of industries and in both local and international markets. I recently decided to make the move out of creative agency and into my current client slide role to broaden my experience, learn new skills and challenge myself in a new way.


MII: What is the biggest challenge you face in your role?

R.F: Adjusting to the different culture, as it’s a little different to agency land. Also learning to navigate the ins and outs of the world of banking. After 12 years in agency I wanted to learn a different side of the business and take control of a brand.


MII: What key skills do you need to be effective in your role?

R.F: You need to be a good communicator and have strong relationship building skills to be able to rally the internal troops to support your plans. I can bring my experience in brand building and communications to the table but I need to be able to present plans clearly, with confidence and energy to ensure my key stakeholders buy into and support the plans. I also think you need to love what you do and if you’re passionate about it is easier to motivate others.  


MII: Describe a typical working day.

R.F: My job means I can be working on anything from long term brand positioning, to day-to-day campaign execution, to participating in internal working groups and meetings.

Every morning, after I have gone through my email I take twenty minutes to do a quick WIP with my team to ensure they have the required support for the day ahead and so they know where I am for sign-offs etc. I tend to move between my base in Central Park, our Georges Quay office and the agencies for meetings so it’s important my team can get me when they need me.

The rest of the day is generally a mixed bag & no two days in UB are the same.  I can be attending internal or external meetings, writing briefs or internal papers, attending training courses, coaching my team or being coached by my line manager. There is great variety to the role and as I am still relatively new there is always someone new to meet or something new to learn about.


MII: What do you love most about your role?

R.F: That I am constantly learning. It’s a new brand for me to get under the skin of but also a new role so I’m constantly adapting the skills and experience I have built over my career in agency to this new role and environment. Banking is a changing industry with a lot of exciting opportunities and innovation so being part of that is very exciting.


MII: Looking ahead, where might your career path lead to next?

R.F: Who knows! I am only 4 months into this new chapter and it’s been a big change so far.  As I’ve said, I’m learning all the time and being challenged in new ways which is both exciting and rewarding. We’ve recently appointed a new creative agency and I’m looking forward to working with them and seeing how we can build the Ulster Bank brand.


MII: To whom do you look for professional inspiration in your role?

R.F: I’ve been lucky enough to work with some amazingly talented people throughout my career. My first boss and mentor Carole Ann Clarke is definitely someone I still turn to for advice and inspiration, as are the close friends I’ve built in the industry. I think it’s important to look to those along side you treading the same paths and not just those who have gone before you.

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