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BONUS CONTENT: AGENCY

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ECEMBER 23, 2013 MAKING LISTS AND CHECKING TWICE since 1908


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THE SITUATION:

Staples is Canada’s leading supplier of office supplies and business services. To maintaintheir leadership position, driving customer loyalty and maximizing revenue is a top priority.

THE SOLUTION:Through Canada Post, Staples tested using email alone versus Addressed Admail alone.

They also tested using them together to determine which was most effective.

THE BOTTOM LINE:When Direct Mail was part of the media mix, response from customers exceeded

expectations. As a result, Staples has now added Direct Mail to complement all of

their email campaigns.

HIGHERRESPONSE

RATES whenDIRECT MAIL

was usedwith email.

6X

™Addressed Admail is a trademark of Canada Post Corporation. STAPLES ® is a registered trademark of STAPLES, Inc., used under license by STAPLES Canada, Inc.

USE THE POWER OF DIRECT MAIL TO GROW YOUR BUSINESS.

To see how other businesses have grown with Direct Mail, visit canadapost.ca/Growth

DIRECT MAIL

HELPS STAPLES

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CONTINUE TO BETHE WORLD’S LARGESTOFFICE PRODUCTS

COMPANY.Dwayne McMulkin,Staples Marketing Manager

“Response rates from customers who received Addressed Admail TM along withemail was six times higher than from those who received an email alone.”


3/72MARKETINGMAG.CA DECEMBER 23, 2013 3

December 23, 2013

CONTENTS

@marketing_magTHIS MONTH AT

MARKETINGMAG.CA

☞ ALL THE INDUSTRY'S MOST IMPORTANT NEWS EVERYDAY, TWICE A DAY.

KEEP UP ON THE GO The Marketing mobile site. No app store visit required.

FEATURES

p.42

AGENCIES

51 Anomaly

53 North Strategic

54 Jam3

54 OMD

55 lg257 John St.

58 Grip Ltd.

58 Sid Lee

59 Zulu Alpha Kilo

59 Cundari

MEDIA PLAYERS

61 Kiip

62 Checkout 51

62 La Presse

63 Twitter

63 Jean-Pierre Blais64 Wattpad

65 Blue Ant

66 Rogers Media

67 Bell Media

68 Casale

COVER STORY

39THE SHORTLISTThirty marketers,

agencies and media

players that shaped 2013

MARKETERS

41 SAAQ

42 Visa

42 Walk Off

The Earth

43 Walmart44 Hudson’s Bay

Company

45 Rocky

Mountaineer

47 Heart & Stroke

Foundation

47 Labatt

Breweries

49 Canadian Tire

49 Stanfield’s

SPECIAL INSERTS

THE AGENCYFAMILY TREE203

A breakdown of allthe major holding

companies and their

Canadian offices

PLUS

THE WINNING WORK

FROM THE 203

MEDIA INNOVATION

AWARDS


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tap into

targetsourceTM


5/72MARKETINGMAG.CA DECEMBE R 23, 2013 5

FILTER

BLAME CANADA

Five things Targetcan do better

BRAND DOCTORA second opinion on

Rogers’ agency review

POWER SHIFTWith consumers in

charge, Salesforce

asks “what now?”

DEEP ROOTSBeavers, Canadiana and 40

years of Roots’ style

COMPARING APPLESTO APPLES

Three grocery retailers,

three new apps. A side-by-

side comparison

MEDIA INNOVATIONAWARDS

Photos and faces from the

biggest night in media

THE BESSIESMore party crashing at the

TVB’s 50th annual awards

VIEWPOINTS

EDITOR’S LETTER

GETTING CREATIVEA look inside Hyundai’s

Walking Dead Chop Shop

BRANDED DELUXETaking high-end shopping

online

FEATURES

SUNNI DEPARTUREThe industry is about to

become considerably lesscolourful with Sunni Boot

stepping down

GAME-CHANGINGIN LOYALTY

How big data and

gamification have

transformed an industry

10

11

13

14

17

12

8 7

19

23

20

34

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ART DIRECTION

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SALES & MARKETING SALES MANAGER: ONTARIO, QUEBEC & EASTERN CANADA

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p.34


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challenge her on that count. Read Chris Powell’s

take on her legacy (page 23). For more celebra-

tions, check out the winners from our recent Media

Innovation Awards (page 14).

We are also all about bringing our readers some-

thing new—more often than not with a healthy

dose of penetrating brand insights:

•In recent months, we have added Branded

Deluxe (page 20), a singularly smart take on lux-

ury brand strategy and consumer insights from

our Paris correspondent Mark Tungate.

•In her Getting Creative (page 19) feature, Rae

Ann Fera is building a following for travelling to

the intersection of technology and creativity in

advertising and asking one question: how exactly

did you do that?

•Last issue, we debuted Me & My Brand, a

revealing profile/interview with Canada’s top

marketers on brand strategy. Look for more of

that in future issues.

•This month’s issue marks the debut of anotherfeature, Brand Doctor, where our experts give mar-

keters a check-up and deliver some blunt prescript-

ive advice. First to open up and say ahhh—Rogers

Communications (page 10).

Enjoy the issue!

MARKETINGMAG.CA DECEMBER 23, 2013 7

Rogers launchescreative agency

review

—David Thomas, Editor-in-Chief

[email protected]

EDITOR’S NOTE

Holts unveilsholidaywindowdisplays

The most popular stories in Marketing’s e-newsletters from Nov. 11 – 28.Get your news as it happens by signing up at MarketingMag.ca

FROM OUR READERS

Canada’s HottestAds: October’s

most-watched adson YouTube

30 STANDOUTS,WITH A FEW

FRESH FACES

Our editorial team at Marketing faces a

major challenge—and honour—each

year. Our task? To take a discriminat-

ing scan of the marketing landscape in

this country and single out 10 players who deserve

to stand out among their peers in each of three

groups: Media, Agency and Marketer.

We are proud to present the shortlist of finalists,

which has a lot of familiar names, but also some

less so. Among the latter are Jam3, Kiip, Casale and

La Société de l’assurance automobile Québec. In

an industry facing disruptive change, we always

choose a few players that managed to stretch our

categories in the same way they have been chal-lenging marketing conventions. Under Marketers

and Media, respectively, we chose Walk Off The

Earth, a marketing-savvy band from Burlington,

Ont., and Checkout 51, a digital rethink on coupon

discounts for third-party brands and retailers.

Meet all the 30 players on our shortlist (pages

39 to 68) and buy your ticket soon for our special

Best of 2013 event next month, when we celebrate

all those shortlisted and announce the three win-

ners, who will be profiled in full in our next issue.

We are all about celebrating in this issue. A

legend in Canadian media who is now set to retire,

Sunni Boot confesses to liking coloured stockingsand wearing a lot of silver—but not to having a per-

sonal style. Anyone who has ever met Sunni would

SalaryBenchmarks: Not agood agency start

Lululemonfounder Chip

Wilson plungescompany into

PR crisis

THE DAILY HIGH FIVE

Rebecca Harris recountedthe uproar after Lululemonfounder Chip Wilson said“some women’s bodies justactually don’t work” for

Lululemon yoga pants.Our readers responded.

“Chip can say what he wants athis own peril, it’s his company – Ithink if anything those chastisinghim should look to why theychose to buy them in the firstplace. If Walmart had said thesethings about their yoga pantsno-one would care, but becauseChip has forced us to realize howhe played everyone into payingexorbitant amounts of money forhis stuff, there is a backlash.”—KevinW

“I have been a long time fan ofLULULEMON. Until they wentpublic. It’s been downhill sincethen... They need to work throughcritical questions: Review theirmission statement, who are theircustomers, how can LULU bestserve them?”—Laura

“I wonder if it was a mans productwould their be the outrage. Thiscompany is a world wide success.It seems like women can not be

categorized or commented on.”—John Michaels

“I for one do not believe there is alack of respect for the consumersthat buy their products and I amproud to wear the brand and knowthat it continues to be successfuland financially support manyCanadian consumers and serviceproviders to the organization.”—Tricia

“What they need to get rid of isChip unfortunately. But ratherhard to fire the founder.”

—Barbara Dowlign


8/72



BMO selects Young & Rubicamas its “lead agency” following areview. Cossette had previouslyheld the account for more than12 years.

TWITTER debuts on the New York Stock Exchange and opensat $45.10 a share, 73% above itsinitial offering price, valuing thecompany at about $31 billion.

THE NHL inks a three-year “multi-million dollar”sponsorship deal with L’OréalParis’ Men Expert, the brand’sfirst foray into sports marketing.

YELLOW MEDIA begins to cut300 jobs, representing about10% of its workforce as it triesto transform itself for the digitalmarketplace.

SEARS CANADA lays off nearly800 employees and vacatessome of its most prized realestate. Making matters worse,Canada Goose sues the retailerfor copyright infringement.

QUEBEC’S KRISPY KERNELS faces criticism of racism forbringing a native logo back aferretiring it during the Oka crisismore than 20 years ago.

GOOD MONTH BAD MONTH A highly subjective review of the month that was for the marketing and advertising industry.

PROBLEM #4 ☞ Canadians like the

home goods and apparel at Target but

haven’t taken to food and drugs as part

of a one-stop experience

“Entering the Canadian market, we see a

propensity to shop more often [and at] more

retail shops. We understand the task at hand

and it really is about helping our Canadian

guests understand what we offer. We are

looking to hero those categories a little bit

more in some of our marketing and our mes-

saging. Not all Canadian guests know us

that well yet.”

PROBLEM #5 ☞ Managing expectations

on prices

Consumers have been widely quoted on their

concerns that another thing missing from

Canadian stores is U.S.-style low prices.

Zufferli didn’t speak to this but Target Can-

ada president Tony Fisher took pains again in

the recent quarter to explain Target’s strategy

is about competitive pricing based on com-

petition in Canada. You want U.S. prices?

Shop in the U.S.

CONSUMERINSIGHT:

What Canadiansare telling Target

Brand consultancy Level5 StrategyGroup recently put its proprietaryBrandMap measurement toolfor consumer sentiment to workand found just 24% of Canadiansconsider Target “better” than otherretailers, a drop from its score of57% just six months ea rlier. Level5CEO David Kincaid said the readingindicated it was a long shot for

Target to make up that ground overthe crucial holiday season.

The firm’s key conclusion:

A TOUGH LESSON: “Target’s disastrousmarket entry offers retailers avaluable lesson about how tooperate within the Canadian space.The brand’s efforts to Canadianizefell flat. Consumers turn awaywhen U.S. brands hit the Canadianmarketplace and work harder tomatch Canadian culture than brandlegacy. Canadian flavour can be anaddition to a retailer’s core valueproposition, not a substitute.”

LEVEL5’S ADVICE TO TARGET: Don’t beCanadian, be you.


10/7210 DECEMBER 23, 2013 MARKETINGMAG.CA

PATIENT:

ROGERS COMMUNICATIONS

BRAND doctor

Executive director, Schulich

Executive Education Centre;assistant prof. of Marketing, Schulich School of Business at York University

DIAGNOSIS: In thepast decade, Rogers’more product-orientedapproach used humourto serve them wellversus the Telus animalsand Bell’s “dramain a logo.” However,Rogers’ own CMOcaptured the challengewhen explaining whatkeeps him up at night:“The outside market

moving faster than myinside organization.”Competition is bettertoday. Businesscustomers andconsumers are moredemanding, especiallythe younger ones. TheRogers approach looksin need of refreshing.

Alan Middleton

GeoffRoche

Former ad man,co-founder of WearToday+ Poolhouse

DIAGNOSIS: Bell is vanilla. Rogersis vanilla with a few sprinkles. Theircampaigns reflect that. There isnothing in them that comes close toreflecting today’s consumer—youonly notice the spots because theybeat you to death with them. Andall the rest of the sponsorship,

PR and social media feels equallyout-of-touch.

PRESCRIPTION: Guy Laurence. This“Guy” sounds like he gets it bigtime. A passionate, change agenttype who will flip things on theirear with the company, people andcommunications. But he’d betternot over-promise to consumersuntil he has the employees onboard. Convince them, then theconsumer. And the brief has tocome from Laurence. Our beststuff was always with leaders whounderstood that the work was onlyever as good as the client.

Canadian National Chairin Strategic Marketing; Professor, Rotman Schoolof Management at theUniversity of Toronto

Michael Murray

Partner & chief creative

offi cer, Blammo Worldwide

DIAGNOSIS: Their brand visionis not clearly articulated in theiradvertising. And Rogers has nounifying idea. It made $818 millionon $3.2 billion in sales last quarter,but that’s misleading in termsof brand health. Canadians arefrustrated by the customer serviceand Rogers.com is unusable. Butshould they care, given they areguaranteed a third of the market?One day that will change.

PRESCRIPTION: Rogers shouldask their new agency a simplequestion: If Rogers had to survive

in a truly competitive environment,what should they do? They needa business-changing idea thatmakes them genuinely consumer-focused, open and accountable.And they should execute it withbravery and vision.

DavidSoberman

REASON FOR TODAY’S VISIT:

Rogers is making a trip to ourclinic for a second opinion onwhat to look for as it conducts itsagency review, which starts justbefore the arrival of new CEO GuyLaurence. Laurence is known asa change agent, with a focus on

customer experience. For all theexcitement over a huge broadcastdeal with the NHL for Rogers, thebigger questions are related to howRogers can raise its game withcable and wireless subscribers. Let’s hear from our panel of Brand Doctors:

DIAGNOSIS:Rogers’advertising strategy focuseson what’s currently availableat Rogers outlets (networkcoverage, speed, pricingpackages or new devices). It ’sneither distinctive nor durableover an extended period (agood deal today may be a baddeal tomorrow), so there is nocommon theme resonating—other than an irritatingmusical signature and thelogo. The public feels rippedoff by telecommunicationscompanies generally.

PRESCRIPTION: Thewinning agency cannot winwithout a commitment fromRogers to change the wayit operates. The objectivefor Rogers is to identify abrand proposition that isboth distinctive and canbe appealing on a long-term basis, not changingevery two weeks. Is itpossible to treat customersdifferently, especially aferthe contract is signed? Thepromise is only as good asthe delivery of the promise.

PRESCRIPTION:Buildmore meaningfulemotional branddifferentiation forRogers and shifaway from productsas a point ofdifference. Build intothe product-basedapproach a greaterbrand emotion ofleadership andsupport and caring

for the customer.Customer service isa problem for Rogersand all the Big Three.Focus on an improvedcustomer experiencefirst; avoid customerservice as a singularfocus as it would notbe believed.

FILTER



POWER SHIFTSalesforce extravaganza tackles the challenges brands face today

in an economy where technology has finally made the customer king

BY RUSS MARTIN

BY THE NUMBERS

76%of CEOs say “customer

intimacy” is their“principal valuediscipline,” compared tothree years ago. Othervalue drivers, such asoperational excellence,barely changed.

60%of companies use“smart” products likecloud-based apps andembedded customerapps that link to socialnetworks to connect

with customers, which isexpected to rise to 75%over the next three years.

82%of respondents in theautomotive industry saythey have invested intechnology to become amore customer-centriccompany, more thanany other industry,including traveland tourism (54%),telecommunications(78%) and technology(69%).

36%of respondents in thetravel industry plan toinvest in technology toconnect to consumersin the next three years,more than any otherindustry.

54%of senior executives see

mobile apps as key toimproving customerconnections, thoughonly 26% of theseexecutives have actuallyimplemented mobileapps at their companies.

60%of respondents currentlyuse a website to connectto customers, the mostpopular tactic, followedby customer satisfactionsurveys (35%) and

new, more tech-drivenchannels like socialmedia (24%) and mobileapps (32%).

J

ust before the start of Dreamforce, Sales-

force’s annual customer conference, the

CRM giant hung a sign over the entrance

of the Moscone Center in San Francisco.

It read: The Internet of Customers.

A play on the internet of things—the buzz term of the

moment for web-connect objects—the tagline set the

tone for the conference, which in 2013 was largely about

the way technology is creating a new consumer-driven

climate in the business world.

Taking its own “customer company” ideology to heart,

Dreamforce rolled out the red carpet for the 130,000

marketers and technologists—mostly current Salesforce

customers—who showed up for the massive November

event. On the heels of Salesforce’s first billion-dollarquarter, the event showcased the type of big-tent confer-

ence piles of cash can produce, from keynotes by Face-

book COO Sheryl Sandberg and Yahoo CEO Marissa

Mayer to a Green Day / Blondie double bill, a private

Jerry Seinfeld standup set for VIP customers and a front

row dotted by celebrities like Sean Penn and supermodel

Petra Nemcova.

With CEO Marc Benioff, who speaks about mar-

keting and cloud computing with the conviction of

an evangelical preacher, as ringmaster, Dreamforce is

branded content come to life: a guide to not only the

product, but also the quickly changing marketing and

technology industries its customers are navigating. And the chief concern across both industries,

according to Benioff and his selection of high-profile

speakers, is the new, revamped focus on the customer,

something The Economist calls the “customer-led econ-

omy.” (Being branded content, the solution at most

sessions was, of course, one of Salesforce’s suite of

customer relations tools.)

Speaking at the conference, Jeff Pundyk, vice-

president of thought leadership at the Economist

Group, explained that this potentially disruptive shift

has placed the power in the hands of consumers rather

than companies.

The adoption of smartphones has led the change,

said Peter Schwartz, senior vice-president of stra-

tegic planning at Salesforce, meaning consumers can

now look up products while shopping, interact with

brands in real-time and make better, more informedpurchase decisions.

At the same time, smartphones and social media

have increased consumers’ expectations for highly

personalized experiences, precipitating the need for

one-to-one marketing.

New research by the Economist Group backs up

the theory, showing 93% of chief marketing officers

are rethinking the way their companies connect with

consumers in light of recent changes. (See “By the num-

bers,” at right.)

The good news for marketers? That’s more than any

other type of c-suite executive, including chief execu-

tive officers (65%) and chief operations officers (87%),showing the industry is ready to make the customer the

centre of its world.

Tech icons like Facebook COO Sheryl Sandberg (pictured) spoke at this year’s Dreamforce conference in San Francisco


12/72

FILTERFILTER

Congratulations on your retirement, Sunni.Might we suggest a gardening workshop?

After an illustrious career spanning more than

four decades, you’re finally taking an extended vacation.

It’s been a privilege working with you, Sunni.

We only wish it had been longer.

homedepot.ca

ON WHERE THE BEAVER IN ROOTS’LOGO CAME FROM:“When Don [Green, co-founder] and I started

the project, we were very fortunate to meetHeather Cooper and Robert Burns. They were

married and had a great company called Burns

and Cooper, and we went to them. Don and I

came up with the idea of the main Roots, but

they came up with the beaver. They had a big

influence on the initial advertising and graphic

design.”

ON ROOTS’ MANUFACTURING PRACTICES:“We always believed in manufacturing here;

we didn’t succumb really to the going offshore

[idea]... We’re not interested in disposable. I

despise disposable fashion and everything itrepresents on many levels. We have to manu-

facture part of our goods offshore, but I’m not

saying there’s anything wrong with that. First

of all, there’s no longer facilities in Canada

right now that can make a lot of things.”

ON GAUGING WHICH IDEAS FIT THE BRAND:“It’s usually mostly based on gut feeling.

I believe in research and I love research,

but when you hire an advertising agency,

the first thing they say is, ‘Okay, let’s spend

$100,000 on focus groups.’ I don’t believe infocus groups. I believe in your own gut feel-

ing and getting out and learning what’s in the

market, and not paying some geniuses to go

get people. You do focus groups when you’re

lost, when you don’t have your own identity.”

ON HAVING CELEBRITIES SUPPORT THE BRAND:“I think it’s critical. A lot of people think that

I am a star chaser. My dad was in the home

improvement business. One [note he left me]

said, ‘Michael, don’t ever have an opening

unless you have a celebrity there.’ You know,

99% of the people in our book never have beenpaid a dime by Roots.”

ON ROOTS’ ONLINE CUSTOMIZATION OFFERING:“It’s in the future for us. We’re dabbling in it

now, and right now we do about 100 custom

bags a week. Customization and direct to the

public is what I like... this is directly from our

factory right to your door.”

Roots Canada iscelebrating a big

anniversary this year with

a book called Roots: 40Years of Style that cameout in November.

In the lead-up to the book’s launch, Marketing’s Alicia Androich spoke with

co-founder Michael Budman about Roots’choice to stay planted in—and strongly

represent—Canada after all these years.

HERE ARE HIS THOUGHTS☞

DEEP ROOTS



Comparingapples to apples

Mobile is transforming how

consumers shop for their groceries.

In response, Loblaw, Sobeysand Metro have all launched

new apps since September.

Marketing’s Kristin Laird

provides a breakdown of how

they differentiate for shoppers.

“PC Plus” by Loblaw Companies Limited

“My Metro” by Metro Inc.

“Sobeys” by Sobeys Inc.

Description: “Get offerson the food you love andthe products you like tobuy. When you use theseoffers at participatingstores, you earn points.”

Shopping list: PCPlus remembers whichitems the user buyson a regular basisand organizes recipeingredients.

Description: “Groceryshopping made easywith your grocery list atyour fingertips.”

Shopping list: Userscan create lists directlyfrom Metro’s flyer, additems manually or pickfrom a selection ofpopular items.

Rewards: Adding aloyalty card number tothe application allowsusers to access morepersonalized coupons.

Bonus: My Metroprovides new recipeideas every day basedon flyer rebates.

Description: “Withhundreds of easy-to-prepare recipes, newingredients to discoverand instant access tothe weekly flyer, theapp makes it easy forCanadians to shop fresh,tasty and seasonal foodwhile saving timeand money.”

Shopping list:Consumers

can add recipeingredientsor products

featured in theweekly flyer.

Rewards: Incorporatesthe grocer’s Club Sobeysrewards program inOntario and the westernprovinces.

Bonus: Searchfunctionality makes iteasy to find cookingdirections andnutritional information.

Rewards: The appbrings the benefits ofbeing a PC Points loyaltymember to the shopper’ssmartphone, making iteasy for them to earnpoints, keep track oftheir balance and alsoredeem them.

Bonus: Recipes andproduct selections aretailored to include itemsthe shopper frequentlypurchases, what’s on saleand highlights offers.



Agency59’s Akyio Hattori (left) and BrianHowlett (right) with Krista Orendorff fr om

he Heart a nd Stroke Foundation.

2013 MEDIA

INNOVATION AWARDS

MARKETING: OUT OF OFFICE

P A M L A U

FILTER

rock Leeson and Sheri Metcalfe pick upungle Media’s golden M for the BCHonda Dealers.

Samantha Kelley, Touché!PHD and FrédérickLecoq, FGL Sports won for “Your Better StartsHere” in Ambient/Place-Based Media.

“Smart City Project” for smart Canada (MercedesBenz) won two golds, accepted by (l to r) smartcar’s Nicole Israng and OMD’s Jammie Ogle and

Alexis Eathorne.

B

arely one year after being

promoted from interns to

full-time staffers, Saatchi &

Saatchi’s young creative duo

of copywriter Shauna Roe

and art director Rachel Kennedy already have

one of Canada’s most prestigious industry

awards show honours on their CVs. The team

was responsible for “Surrender Your Say” for

Tourette Syndrome Foundation of Canada,

which won Best of Show at the 2013 Media

Innovation Awards, handed out Nov. 7 at the

Westin Harbour Castle in Toronto. “Surrender

Your Say” saw people give up control their

Twitter stream for a day so that random ticsand outburts would show up as tweets with-

out any warning. “The brief was to explain

the unexplainable,” says Roe, 22. “At its core,

we realized that Tourette Syndrome causes

people to lose control of the things they say

and do, ultimately affecting their reputation.

The next thing we asked ourselves was, ‘Where

and when are people in control of their reputa-

tion?’ The obvious answer was social media.”

“Surrender Your Say actually began as

Surrender Your Status on Facebook, but the

more we developed the idea, we found that

Twitter was the best place to mimic tics and

the randomness of Tourette Syndrome,” adds

Kennedy, 24.

The pair were there along with their proud

creative director Brian Sheppard to receivethe Best of Show honour along with two cat-

egory golds.

BESTOFSHOW

Mark Mason, co-creative director of LoweRoche celebrates along with Beth MacKinnon,

he agency’s production Director afterwinning gold for client Fuzz Wax Bar.

ourtney Morales, Shaw Media anducy Emanuele, TC Media.

Saatchi & Saatchi’s Brian Sheppard, Shauna Roe a nd Rachel Kennedy.


15/72

➳UP NEXT

2014 Marketing AwardsNancy Vonk and Luc Du Sault have signedup to serve as co-chairs for the 2014 Marketing Awards and will announce their jury before theend of the year. The call for entries will go out

early in January and agencies and advertiserswill have until mid-February to complete theirsubmissions. After being introduced in 2013, theDesign categories will be back and new for 2014will be a series of PR categories introduced inrecognition of the growing role that PR, socialand earned media play in modern marketingstrategy and creativity.

McDonald’s director of national marketingHope Bagozzi and 2013 MIAs co-chair with OMD

resident and 2012 MIAs co-chair Cathy Collier.

he team from Grip made four trips to the stage for “The Movie Out Here”or Kokanee. Accepting one of the trophies was (back) David Chiavegatond Rich Pryce-Jones with (front) Lynn Summers and Eric Vieira.

Sean Smith, Rogers; Natalie Riznek, Metro and Tim Ha rris, Starcomenjoying the after par ty.

Fabi Letarte,Radio-Canadawith Mindshare’sQuinn Allan.


16/72

PREPARE YOURSELF

FOR THEFUTURE.FFWD: Advertising and Marketing Week, formerly

known as AdWeek, is a week filled with glimpses into

the future of communications. Join us as we celebrate

ideas, innovation, and creativity with international keynote

speakers, awards, panel presentations, social hubs,

Next Generation events for students, and Ad Ball.

After this week, you’ll be better prepared for what’s next.

For ticket purchases and to sponsor:www.advertisingweek.ca

January 27th - 31st

#FFWD2014 @adweekcdn

advertising & marketing week 2014



For the golden anniversary of The Bessies,

the Television Bureau of Canada came

up with a suitably golden award. For

one year only, the winners received very

special golden jackets to mark their

accomplishment. BBDO enjoyed a strong

night, winning Best of Show TV for the

FedEx spot “Gimmicks” and Best of Show

Digital for the Ontario Ministry of Health

and Long-term Care’s “Social Farter.” The

latter also won a gold for Digital Single and

was one of the three spots that comprised

the gold winner in Digital Campaign.

THE BESSIES

TURN 50Celebrating the best in TV

in a golden fashion

P H O T O S B Y S A D E S H S I N G H A N

D P A M L A U

GOLDEN ANNIVERSARY

FILTER

JWT’s Brent Choi helps judging chairHelen Pak, formerly of Saatchi & Saatchi,with her golden jacket.

Innocean’s copywriter Kelly Uman, withJack Neary.

Jeff MacEachern, creative director ofTaxi 2 with Industry Films directorEric Yealland.

Cundari’s Brian Murray with the Best of Show SFX/Compositing trophy forBMW’s “Bullet” spot.

BBDO also won Best of Show T V for FedEx Canada’s“Gimmicks.” There to accept was BBDO senior copywriterSean Atkinson.

BBDO’s Nancy Crimi-Lamanna and Deborah Prenger wonBest of Show Digital for “Social Farter” for Ministry ofHealth and Long-Term Care.

Doug Linton holding his Spiess Award,given to an individual who has furtheredthe excellence of TV advertising in Canada.

Sons and Daughters director David Hicks(left) with Dan Ford, Sons and Daughtersexecutive producer and recipient of theJanet Woods Award, honouing a producerwho exemplifies a “unique blend of creativesoul, enthusiasm, stimulating influenceand leadership.”


18/72



THE WORK:

HYUNDAI ‘THE WALKING DEAD CHOP SHOP’ BY RAE ANN FERAEver watched AMC’s hitshow The Walking Deadand daydreamed abouthow you’d survive the zom-bie apocalypse? Would youhide out or hit the road?

And if it’s the latter, howhow would you trick outyour vehicle to enhanceyour chances? As the thirdseason of TWD launchedthis fall, those who’dprefer to put their fate in avehicular survival strat-egy were able to create theultimate zombie survivalmachine with The Walk-ing Dead Chop Shop, fromHyundai. The site letsusers affi x more than 200undead-destroying tools—from razor wire to hood-mounted assault rifles—toa Sante Fe vehicle.

THE BRIEF: The idea for the WalkingDead Chop Shop camefrom previous work thatInnocean USA had donefor the show. Last year, theagency partnered with RobertKirkman—creator of thecomic book from which theseries spawned—on buildinga Zombie Survival Machine(ZSM) that was introducedat San Diego Comic-Con.To understand what fansreally thought of the ZSM,Innocean digital producer

Ashley Hadzopoulos says theagency went on fan forumsand asked the fans directly.Their response? “They coulddesign and build a better ZSMvehicle that would actuallybe able to survive a zombieapocalypse. So our team came

together and started to designan app that would allow fansto do just that.”

PIMPING THE RIDE: Since fans of the TWDuniverse are rabid, it wasimportant everything wasauthentic, right down to thedesign, placement and use ofthe deadly chop shop parts.To build the app, Innoceanpartnered with Skybound,publishers of the TWD comicbooks, and illustrator DanielLim. The app uses a UnityReal Time 3D engine (whichserved as a single code basefor all platforms) to displayhigh quality graphics, andallows users to configure acar in real time, then spin itaround and zoom in. “Thereare almost 900 different partsfor fans to choose from whenbuilding their own ZSM, andeach part has a funny storyabout its origins and utility,”

says Hadzopoulos. “Users canzoom in really close and get allthe gritty detail of each part.”

THE CARNAGE: Hadzopoulos says the ChopShop has been very popular.“As of mid-October, theapp has been downloadedmore than 180,000 times”and completed vehiclescan be viewed online at

WalkingDeadChopshop.com.There, vehicles are given asurvivability rating basedon defense, offense, speedand stealth. Of the createdvehicles, one was crownedthe winner at New YorkComic-Con in October. The“Santa Fleeeee” created byuser Anson K. received a 91%survivability rating, likelybased on the fact that it’skitted out with razor wire,a machine gun, a samuraisword, and no fewer thatseven types of knives.

I NNO V A T I O N & T E C H NO L O G Y I N A D V E R T I S I NG



O

n the face of it, the digital and lux-

ury worlds have little in common.

Luxury brands generally add

value through sensuality, heritage,

aspiration and esthetics. Google,

Facebook and Twitter all have their uses, but beauti-ful they ain’t.

Having said that, the qualities used to promote

luxury goods are often implied rather than explicit—

and there’s nothing less tangible than cyberspace.

Besides, luxury goods companies no longer

have a choice: they need to appeal to a new genera-

tion of tech-savvy consumers. So luxury has gone

digital. When Hudson’s Bay Co. acquired Saks Fifth

Avenue this summer, analysts pointed to the upscale

retailer’s success in the e-commerce sector. Since

then, its luxury discount chain, Saks Off 5th, has

also debuted online.

Meanwhile, the departure of Burberry CEO

Angela Ahrendts for Apple—to run its online and

physical retail spaces—suggests that technology

brands crave the lifestyle magic associated with

high-end fashion labels.

Part of that spell, as Ahrendts knows, is woven

in the store itself. When you’re shopping in a per-

fumed marble palace peopled by ethereal black-cladassistants, springing several hundred dollars on a

bag somehow makes more sense. Flagship luxury

stores are retail theme parks, designed to pleasure

you into parting with your cash.

So how do you recreate that experience in the

neutral online space? No discreet scent. No photo-

genic vendors. No glittering glass cases. No one to

sit you down and bring you a cup of espresso while

their colleague fans out a tactile range of wallets.

I put the question to the founder of KOKOstores.

com, “Africa’s premier luxury online fashion and

beauty retailer.” The site had caught my eye becausethe luxury industry sees Africa as the next emerging

market, particularly fast-growing countries like

Ghana, Nigeria, Côte d’Ivoire and Sierra Leone.

KOKO’s discreet founder, Abbey Ojoye—who is

based between London and Nigeria—told me: “Of

course we understand the allure of traditional luxury

stores. Creating that experience online involves

understanding the importance of the ‘feel’ of a

physical store.”

Ojoye says his team pays great attention to colour

schemes, text, fonts and graphics—as well as tools

like slide shows and the ability to zoom in on images.

“We have a team of designers who create pages that

are easy to navigate and updated daily. Our custom-

ers also appreciate the fact that the sign up, login

and checkout process are seamless.”

Packaging and after-sales service are equally

important. Natalie Massanet, founder of pioneering

online fashion retailer Net-a-Porter, once told me

she wanted her packages to be so beautiful that hercustomers would weep with happiness when they

received one. And if they weren’t overjoyed by its

contents, Net-a-Porter would come and pick up the

item at no extra cost.

Ojoye takes a similar approach. “We refer to our

customers as ‘KOKOnistas’ and we treat them like

BEING LUXURIOUS ONLINEFrom Fifth Avenue to Africa, retailers are seeking to digitally

recreate the high-end shopping experience

BY MARK TUNGATE

INDUSTRY

CHIRPTWEETED INSIGHTS, RANTS ANDSURREALISM FROM CANADA’S MEDIA

AND AD PEEPS

David JonesVP, social media at

Critical Mass

@DoctorJones

“Protip: As an ad agency guy Ican tell our mayor that ‘hookers &blow’ are usually expensed under

the column marked ‘supplies &incidentals.’”

Rainn Wilson Actor and writer

@rainnwilson

“.@lululemon Do you have a manyoga pant appropriate for my

sequoia thighs and watermelon

buttocks?”

Ryan LaFlammeCommunity manager for

Isobar Toronto

@ryanlaf

“I’ll never understandholiday parties scheduled on

THURSDAYS.”

Emily Salsbury

Consultant with the Schoolof Retailing at University

of Alberta

@emilysalsbury

“How can I support local retailerswho don’t research their markets

or understand retail prior toopening up shop?”

Misty HarrisSenior writer with

Postmedia News

@popcultini

“Really, AFA? Not saying‘Christmas’ enough means a

retailer is ‘AGAINST’ it? I don’t

use the word panties but doesn’tmean I don’t wear them.”

Jay RosenProfessor of journalism at

New York University

@jayrosen_nyu

“If you’re not paying for theproduct then you are the

product— at first I thought it wasclever. Now I think it’s true.”

Geoff Teehan Designer. Co-founder of

Teehan+Lax

@gt

“Turtlenecks are more festivethan ‘Christmas sweaters’.

There, I said it.”

“When you’re shopping in a perfumed marble palace peopledby ethereal black-clad assistants, springing several hundred

dollars on a bag somehow makes more sense”


21/72MARKETINGMAG.CA

kings and queens. That means phone calls to update them on new

arrivals, invites to special events, a bespoke service, meetings with

personal stylists and even payment on delivery for some customers.”

Customer service executives call each customer personally

to confirm details of their order before it’s shipped: “Not only to

avoid fraudulent use of their accounts, but also to give our service

a human touch.”

Of course, in the online space, you can build up detailed profiles

of individual customers and their preferences. And luxury shop-

pers like nothing better than to feel as though they are members

of an elite club. In terms of marketing the site, Ojoye says social

media like Facebook and Twitter are vital, along with old-fashioned

word-of-mouth. “Africa’s growth and in particular the emergence

of a middle class has resulted in a surge in the use of mobile phoneswith internet access,” he points out.

Above all, he’s well aware that the idea of “luxury” is reinforced

by a whole host of media outside the retail environment. “KOKOs-

tores is just one aspect of the KOKO brand: we also have KOKO Life

magazine and from January KOKO TV, the first dedicated fashion

TV channel in Africa, which will promote the whole KOKO lifestyle.”

He maintains that luxury online customers in Africa are no dif-

ferent to those in other parts of the world. “They want to be sure

that the price is comparable internationally. They want a brand

they can trust. And they want to be certain that quality is never,

ever compromised.”

Mark Tungate is based in Paris. His column from the capital of fashionand luxury appears regularly.

204 EVENTS CALENDAR

Marketing is proud to bring an outstanding

number of industry professionals together with

their peers, prospects and potential partners

through a series of prominent awards galas and

an extensive list of educational conferences.

Event dates and locations to be announced

shortly on our marketing events calendar:

www.marketingmag.ca/events

JANUARY

➾ Marketing Awards:Call for Entries Opens!

➾ Best of 2013 Cocktail Party (Jan. 29)

FEBRUARY ➾ Audience Measurement Conference

MARCH

➾ Multicultural Marketing Conference

➾ Data Driven Marketing Conference

APRIL

➾ Social Media Marketing Conference

MAY

➾ Mobile Day(Brought to you by Marketing and the CMA)

➾ 2014 Marketing Awards Gala (May 29)

SEPTEMBER

➾ Content Marketing Conference

OCTOBER

➾ Programmatic Trading Conference

➾ Digital Day Conference(Brought to you by Marketing and the CMA)

NOVEMBER

➾

2014 Media Innovation Awards

To learn more about our events, please contact

Kellie Smith, GM, Conferences & Events

[email protected] or 416–764–1390

To discuss sponsorship opportunities, please contact

Carol Leighton, Sales Manager

[email protected] or 416–764–1455


22/72

Sunni Boot,you’re a legend

and your banglesare legendary.

Thank you for helping shape the Media Industry.

Congratulations on a well deserved retirement.

shawmedia.ca


23/72

A tiny giantof Canadian

media exits the

stage, but leavesbehind her anindelible and

colourful markon the industry

M I K E F O R D

HERE’STO

SUNNIDAYS

By Chris Powell

¬

he Canadian media industry is

about to become considerably less

colourful, with Sunni Boot step-ping down as CEO of ZenithOptimedia

Canada at the end of the year.

Her departure brings an end to a

singular four-decade career that saw

Boot become one of the best-known and

most-respected executives in Canadian

marketing and advertising.

She leaves with her reputation

as a true original intact. A passion-

ate advocate for the media planning

and buying function, she is known

as much for her well-articulated—

and extensively quoted—opinionson everything from measurement to

media consolidation as she is for her

flamboyant fashion sense.

T


24/72

She’s had a hand in some

of the biggest deals in

Canadian media history.

She’s reached out

to millions of people

through thousands of

advertising properties.

She’s touched the lives

of countless colleagues,

clients and friends.

And now, after more than

four decades, it’s time we

all gave her a hand.

Congratulations, Sunni,

from all your friends at

ZenithOptimedia.



NAME: Sunni Boot

AGE: “I don’t do my age.”

ROLE: Outgoing CEO,ZenithOptimediaCanada

WHY LEAVE NOW: “Therecomes a time whenyou say ‘Am I reallyadding value?’ and ifI’m not, get somebodywho does. I neverwant to be the onewhere people say‘Man, she stayedaround too long.’ Thatwould not be good.“It’s like the songsays, ‘You’ve got toknow when to fold’em. There’s a timefor everything, andfor me it was time tomove on.”

PROUDEST CAREER MOMENT:“I would say when weformed Optimediaas a standalone[media agency]and then became

ZenithOptimedia.It really made usa viable business.Eighty million dollarsworth of businessfollowed us—it wasunheard of that amedia companywould get that muchbusiness. We havegrown from next tonothing to one of thetop three companiesin the country.

We have had anincredible run. Thebest growth is organicgrowth, and ourclients have rewardedus with more businessby their success. Asthey grow, we grow.

We’ve had our shareof fantastic wins. Weserved the best globaland domestic brandsin the business.”

BIGGEST DISAPPOINTMENT:“Any piece ofbusiness I don’t winis a disappointment.Disappointments arealways the businessI didn’t get or the

colleague I wanted tohire and didn’t get orsomebody I loved wholeft. Those are all truedisappointments.”

QUOTE

UNQUOTE

“Everybody inthe industryknows Sunni,she enjoys widerespect in all

the differentcommunitiesshe touches”

—Phillip Crawley, publisherand CEO, The Globe and Mail

Boot will be forever remembered as a one-off, cutting

a striking—and colourful—figure with her brightly col-

oured jackets and matching stockings, wrists adorned

with bracelets.“There are some things that are pure Sunni—like

the bangles on her wrist,” says Fred Forster, CEO of

Omnicom Media Group Canada. “You knew when she

came into a room because she had so many bracelets

that would jangle.”

Boot seems genuinely puzzled that her fashion

style is worthy of note. She can’t even pinpoint when

exactly it became one of her hallmar ks. “My personal

style? Oh my goodness, I don’t know,” she says. “I guess

I like coloured stockings and I like a lot of silver. I’m

a treat going through airports with all that stuff, let

me tell you.”

It could be seen as the logical extension of Boot’slong-held belief that humanity and

humour play a key role in business, but

she says there was never a conscious

effort to cultivate a certain image and

she acts shocked that anyone would

suggest she is known throughout the

industry for her one-of-a-kind fashion

style.

“I don’t really think of it—I’ve never

consciously thought of anything in

terms of personal style, personal look,

personal anything,” she says. “You’re

speaking to a woman who half the time

forgets to put on lipstick. I’m not overly

fashion-conscious. I like fashion, but

it wouldn’t be a priority for me. I’m

shocked that you’re even saying this.

I’m thinking ‘Really?’”

The 1998 recipient of the Associa-

tion of Canadian Advertisers’ (ACA)

prestigious Gold Medal Award—

awarded to those individuals who have made “an out-

standing contribution to the advancement of marketing

communications in Canada”—Boot will be remembered

as a transformative force in Canadian media.She is among the last of a generation of Canadian

media leaders, along with the likes of OMD’s Ann Boden,

M2 Universal’s Hugh Dow and MEC’s Bruce Gron-

din—all now retired—who helped transform media

from a back-room function into a key component of

modern-day marketing.

Befitting her status as one of Canada’s most accom-

plished and respected media executives, colleagues and

competitors from all sectors of the industry were effusive

in their praise.

“She was always a very staunch supporter of media

as a business, distinct from a service function in a

full-service agency,” says Dow, now retired for threeyears (“I highly recommend it,” he jokes) and spending

his time between Toronto and Niagara-on-the-Lake.

“It was an exciting time for the media business, and

Sunni played a very major part and has continued

to do that over many years.” Dow recalls that when

he created Initiative Media as a standalone media

agency in 1990, Boot was one of the first to call andcongratulate him. She established Optimedia Canada

shortly afterwards.

Maxus Canada president Ann Stewart agreed that

Boot was instrumental in paving the way for media agen-

cies to lead discussions with clients. As much as Stewart

respects her professional contributions, she also envies

how Boot lived her personal life with such zeal. “She has

taught us well,” says Stewart.

Boot departs ZenithOptimedia as one of a handful of

Canadian media executives to achieve recognition not

only in her native country, but also throughout North

America and abroad.

SHE HAS LEFT a “considerable mark” on the media

industry, both in Canada and internationally says The

Globe and Mail publisher and CEO Phillip Crawley.

“Everybody in our industry knows

Sunni, and she enjoys wide respect

in all the different communities she

touches,” he says. “When Sunni calls,

you take the call and you respect why

she’s calling. She’s a figure everybody

looks up to and respects.”

Her reputation was achieved, say

colleagues, through her continued

willingness to speak her mind, as well

as her tireless work on behalf of global

clients and her extensive board work

with North American organizations

like the Alliance for Audited Media

(AAM) and its forerunner, the Audit

Bureau of Circulations.

Crawley describes her as a “very

important” leader in the Canadian

media industry, singling out her work in achieving

industry consensus in the politically fraught transition

of ABC into the AAM.

“The board of AAM is [comprised of ] about 40people from all over North America, with very differ-

ent backgrounds and perspectives, so to help get that

through was quite an achievement,” says Crawley.

“I’ve seen her operate both in Canada and on the

larger stage in the U.S., and I like her feisty spirit,” he

says. “She’s got a good strong sense of humour, which

you need to do a job like that. You need to be able to roll

with the punches and smile about it.”

Her career began typing insertion orders at R on-

alds-Reynolds sometime in the late 1960s (Boot is

notoriously cagey about disclosing details that can

help pinpoint how old she is. “I don’t do my age,”

she says).It was meant to be nothing more than a summer

job for the only child of Russian Holocaust survivors,

but when her dad was diagnosed with a serious illness


26/72

MyIndustry.

SunniBoot,you’ll always beourstar.Thank you for your long and tremendous support.You are truly a shining

example of the best the industry has to offer.

Best wishes from your friends at the Toronto Star.


27/72

she put off going to school full-time and started working at the

agency, attending school at night.

She went by her given name of Sonja when she first started

at Ronalds-Reynolds, but took the name “Sunni”—a nicknamebestowed on her by a then-boyfriend—after

encountering someone at the office with the

same name.

“I went all through high school never meeting

another Sonja, and I get to work at Ronalds-Rey-

nolds and the woman at the next desk is a Sonja,”

says Boot. “It was cute at 17—it’s not so cute now.”

Dow first encountered Boot in 1968, and their

professional careers would intersect innumer-

able times over the ensuing four decades—

whether going head-to-head on new business

pitches (“I knew it was going to be a formidable

challenge any time I went up against Sunni,” hesays) or working alongside each other on various

industry organizations.

“She’s been one of the pillars of the media business for dec-

ades,” says Dow. “I’ve always had the utmost respect for her

passion for the business and her total commitment. She was

one of the few people who realized that total involvement in all

facets of the industry was critical to really understanding how

the business worked.”

Penny Stevens, president of the Canadian Media Direc-

tors’ Council (CMDC) as well as ZenithOptimedia rival Media

Experts, calls Boot an “indomitable spirit” who is both a fierce

competitor and a tireless defender and builder of the Canadianmedia business.

“The board of the CMDC is in her debt for being a ferocious

advocate of all things media,” said Stevens. “She was never with-

out opinion or a principle that would steer the

conversation to a positive result. She is one of

those individuals that reminds us it is neces-

sary to take a stand, have a voice and make a

contribution.”

Omnicom’s Forster says he really only got

to know Boot in the past decade, following his

appointment to a senior executive role within

Omnicom. The two frequently worked along-

side each other on industry conferences andthrough industry bodies such as the CMDC.

“She’s always been very gracious, very open

and a good friend and fierce competitor,” said Forster. “She’s done

a great job at running her shop and taking care of her clients.

She’s a real pro, and has always been someone who has always

been very good to work with on industry events and committees.”

Boot has always appeared indefatigable, staying on long after

her former colleagues have retired. Some speculate that the

QUOTE

UNQUOTE

“She’s been one ofthe pillars of themedia businessfor decades”

—Hugh Dow, formermedia buyer legend


28/72

From typing her first newspaper insertion orders to leading one ofCanada’s top advertising agencies, Sunni Boot has brought passion,

integrity, diligence — and style — to the media industry.

On behalf of the Alliance for Audited Media and our board of directors,

we thank you, Sunni, for your years of service as AAM chairwoman

and your countless contributions.

We are honoured to have worked with one of the best in the business.

auditedmedia.ca

Sunni Boot

CEOZenithOptimedia Canada Inc.



recent loss of longtime ZenithOptimedia client L’Oréal Canada,

which awarded its business to GroupM after 15 years, may have

hastened her departure or sapped some of her will to compete

in what can be an unforgiving business.“Losing a piece of business that you’ve committed to and pro-

vided total involvement with is extraordinarily difficult,” says

Dow, himself no stranger to major account losses. “Although you

try not to take it personally, you do. I’m sure the loss of L’Oréal

hurt her enormously.”

“I know the loss of L’Oréal was not something she took lightly,”

adds Forster. “It wasn’t just that she worked on the account for a

long time, but that she was personally invested in that business,

and had been for a long time.”

Boot, though, is adamant that the L’Oréal loss did not factor

into her decision. “It absolutely did not,” she says emphatically.

“In fact, it probably kept me on a little bit longer

because we didn’t want it tied to that.“People will say ‘Don’t take [account losses] per-

sonally’ and I say ‘Don’t be ridicu-

lous, it’s a personal business,’” she

adds. “But I want to make it very

clear that this is absolutely not

tied to L’Oréal. At all.”

And L’Oréal clearly felt

strongly about Boot. “Sunni’s

passion and dedication to the

North American media indus-

try has been a real inspiration,”

says Marie Josée Lamothe,

CMO of L’Oréal Canada. “She

and her team have much to be

proud of in both creating and

building a dynamic Canadian

media landscape over the past

few decades.”

In fact, Boot began drafting

her exit strategy about 15 months

ago, realizing that it was time for

“another lens” to view the ZenithOptimedia business. She departs,

she says, feeling confident that the agency she has nurtured and

grown over the past three decades is in good hands.

“I just felt that somebody else should be looking at it,” says Boot.“We’ve got such a solid business that I think the next 10 years are

going to be even better.”

Boot says that incoming CEO Frank Friedman will be able to

draw from a strong senior leadership team that includes Zenith

Media president Julie Myers, ZenithOptimedia executive vice-

president Judy Davey, Performics president Veronica Holmes

and Monique Brosseau, EVP and general manager of the agency’s

Montreal operation.

And she admits she was no longer willing to make the enormous

time commitments required to adequately fill a role such as hers.

“It’s a 24/7, 52-week-a-year job,” says Boot. “I want to do a bit

of travelling, and you can’t lead from behind. I can’t take off for

six weeks because I’d be tied to my BlackBerry. If there was anopportunity, I’d want to come in; if there was an issue I’d want to

come in. The time was right personally and professionally for me

to do other things.”

Fashionista. Power walker. Friend. Sunni Boot,

the industry won’t be the same without you.

Congratulations on over 40 years in media.

QUOTE

UNQUOTE

“She is oneof thoseindividuals thatreminds us itis necessary totake a stand,have a voiceand make acontribution”

—Penny Stevens, presidentof the Canadian Media Directors’ Council and

Media Experts


30/72

Sunni,

we salute your beautiful

and successful career.

Jessica Chastain

for Manifesto by Yves Saint-Laurent


31/72MARKETINGMAG.CA

¬Sunni momentsBoot shares some of her own highlights from a celebrated career as a pioneer in Canadian media

We’re honoured to have beena part of your journey.

In the early 70s Boot wasinvolved in children’s program-ming and helped bring the

Smurfs to Canada. “It changedthe dynamics of the children’s

television landscape,” she says.

She launched Optimedia inCanada in 1990, the first offi ce

in North America for the brand.

“It was just the third mediaagency to spin out from the

creative agency and it was stillmomentous to disengage in that

way,” says Boot.

Publicis took over Optimediain 1998, adding $80 million in

business to Publicis coffers. “Itwas truly monumental because

that level of account movementto a media agency had not hap-

pened before,” says Boot.

That year, Boot was also

awarded the ACA Gold Medal.“It was a true honour as it is

awarded by my clients,” she says.

For L’Oréal, Boot citesZenithOptimedia’s handling

of the Canadian launch ofInternational Women’s Day,

Canadian Idol and Project Run-way as “All firsts for Canada.”

“It was the thrill of the chase

to get the latter one ahead ofthe competition—it was a hot

property. We worked so closelywith L’Oréal brand and PR—it

was an excellent 360 from onair to online to in-store.”

For Kia, the integration pro-

gram with CBC’s The Tourna-

ment in 2005 and 2006 stands

out. She credits Maria Soklisfor getting that one started.

“We really got behind that as anagency and were recognized by

Jack Myers for that one—I love

it,” she says.

B oot also points to thepeople she hired and held

onto as key accomplishments

in their own right. “When wemoved to Publicis, we had 23

people and a number of keypeople followed us: Florence

Ng, Debbie King. We werethen successful in bringing

on Julie Myers, Monique

Brosseau to run our Montrealoffice which was followed by

hiring Veronica Holmes tohead our digital division and

launch Performics in Canada,

and the latest, Judy Davey,from Molson when Florence

retired. We boast the strong-est and most stable manage-

ment team in the business.”

Boot had some

fun with herACA Gold Medal,

awarded in 1998


32/72 2013 Aimia Inc. All Rights Reserved.

BUILDING BRAND LOYALTY BEYOND

THIS HOLIDAY SEASONby Stephane Latreille, Vice President, Retail and CPG, Canada, Aimia

The on-going digitization of everyday life is providing theworld of marketing with numerous emerging opportunities

o interact with customers in a timely and intimate way.The loyalty industry has always been at the forefront of bothnderstanding customer behaviour and using this insighto deepen relationships for the long term benefit of bothompanies and their customers. The potential to use newources of data to understand customers with greater

depth and new communication channels to reward theirbehaviours more rapidly bodes well for all. But as with everyera of technological development, there is a danger thathe industry gets carried away with what’s possible at the

expense of what’s really wanted by consumers.

As many brands across Canada expand and enrich theiroyalty offerings and marketing to support sales this holidayeason, it is a perfect time to reflect on customer needs and

wants and the importance of putting them before digitalmarketing capabilities and short term sales goals, both nownd in the future.

With digital advancements developing almost daily, we mayoon have the ability to send messages to consumers atny time, wherever they are. It’s already starting to happen.

However, there is currently a potentially dangerous assumptionn the market place that consumers are both willing and ableo be in receipt of an endless stream of targeted messages

wherever and whenever they may be, whatever they maybe doing.

However relevant a message may be, there will clearly be times,

places and occasions where consumers will prefer not to receivet. The key challenge for marketers is to embrace the digitalransition while showing enough restraint to avoid killing thisew goose that lays the golden eggs.

The key principles of loyalty; trust, personalisation, reciprocitynd a longer term perspective have never been more important.

To enable us to understand how the future of loyaltymanagement could evolve based on this new reality, Aimia, aglobal leader in loyalty management, has undertaken a detailedcenario planning exercise to assess the key uncertaintiesnd possible outcomes, and has distilled them into two keyxes of uncertainty that will shape the future. The first axis ofncertainty is the degree to which data is brought under

ontrol by companies and/or individuals.

Currently, discussion around ‘Big Data’ tends to focus on whatompanies can do with it all, but as this new data rich, data

driven world emerges, there are unanswered questions. Whowill get access to what data, how will legislation evolve, will thevalue of data become more explicit and the degree to whichonsumers will be able to take ownership of their own data?

The second axis of uncertainty is the degree to which brandelationships will either shrink or deepen as a result of more

plentiful data and opportunities to ‘nudge’ customers.

Early signs suggest that these new sources of data andhannels create the potential for ever more bombarding

of consumers with short term messages, potentially drivingonsumers to drift towards more deal based behavioursnd weaker brand relationships.

As a result of these two axes of uncertainty, four interestingand equally possible future directions for our industry can

be assessed:

THE FOUR SCENARIOS

In an ‘offer anarchy’ future the increasing volume of customerdata remains freely available and only loosely controlled andconsequently the opportunities presented by ‘always on’customers tend to be over-exploited by vendors leading tofrustrated, over-messaged consumers.

In a ‘pay to play’ future, we envision a market where data isincreasingly acknowledged to be both valuable and powerfuland consequently, it begins to be controlled and traded as avaluable commodity requiring business to pay for access.

The ‘hunt for affinity’ future could evolve towards anenvironment where consumers and brands realize thatdespite a huge background of data driven, and only partiallyrelevant communications and offers, it is possible to searchout meaningful relationships that offer more relevance,value and affinity.

Of all four scenarios, ‘real relationships’ is the marketingfuture that we should all strive to build. In this scenario,winning companies build deep trusting long-term relationshipswith customers, who in turn share their precious data to deepenthe relationship yet further. It becomes a truly virtuous circleof partnership to help consumers manage a complexenvironment, and achieve value and satisfaction fromtheir commercial relationships.

If the industry gets this right, the new possibilities to betterunderstand consumers by ‘connecting the dots’ of the varioustypes of data that are now available about them, and theexciting new capabilities of mobile and social interactionsshould provide marketers with not just new channels, but

a significantly expanded opportunity to build relationships,engagement, and long term loyalty for many holidays seasonsto come.

Sponsored Supplement


33/72© 2013 Aimia Inc. All Rights Reserved.

CHAIN

REACTION

It may start with the greeter at your store or go further

down the supply chain, but the relationship customers

have with your business is all connected.

Aimia provides strategic employee engagement and

customer loyalty solutions that help you to deliver

on your brand promise.

aimia.com


34/7234 MARKETINGMAG.CA


35/72

ou have to get to the movies really

early to beat Danielle Restivo to a

seat. She and her husband arrive

at their local Cineplex well before

the movie trailers start running,

which gives her plenty of time to

compete against other moviegoers

in TimePlay, an app-based mobile film trivia game. Restivo

battles to get to the top of the on-screen leaderboard in

the game, which is offered in 20 select Toronto and Van-

couver theatres. At stake? “It’s only 50 Scene points and

a free drink or something, but I just feel like I’m getting

something right away.”

For years, Restivo, who recently relocated from Toronto

to the U.K. and manages corporate communications for

LinkedIn, had little time for customer loyalty schemes.

Whenever friends of hers talked about their Air Miles,

Aeroplan or Shoppers Drug Mart Optimum cards she shook

her head because she felt it took too long to win anything.

That was before they talked the movie buff into joining

Cineplex’s Scene program. Scene members rack up points

toward free movies, as well as a 10% discount on conces-

sion snacks every time they go. She was sold on the value

of getting smaller, but more frequent rewards than a larger,

more distant payoff like a flight.Restivo now describes herself as a Scene addict—and

she’s far from the only one. One in seven Canadians carries a

Scene card, which is an astounding penetration considering

the program is a relative latecomer. It was introduced in 2007

to a population that is one of the most loyalty-card saturated

on the planet. Scene, a joint venture between Cineplex and

Scotiabank, revolves around a single, special activity—going

to the movies, something that was supposed to have been a

dying pastime. (Scotiabank customers can link their Scene

cards to a Scene ScotiaCard for extra points.)

One of the keys to Scene’s success is fulfilling members’

desire to feel like they’re winning a game. The program has

been incorporating “gamification,” behaviour-modifyingtechniques borrowed from videogaming, into more of its

initiatives. Scene became the first Canadian loyalty program

to win a Colloquy Loyalty Award for “Innovation in Loyalty

Marketing” for its SCENEtourage initiative, which lets

moviegoers earn more points if they see movies in a group.

Found at the intersection between behavioural sci-

ence and technology, gamification is the harnessing of

people’s inborn competitive drives to boost engagement

with a brand. In practical terms, that can mean something

as simple as rewarding consumers who answer a survey

about their buying habits with a coupon. Its evangelists

say the techniques of gaming can be used to tweak con-

sumer behaviour at all levels, allowing the gathering of

more accurate demographic information and enhancing

the buying experience overall.

The most successful loyalty programs use gamification

in some form, says David Klein, Aeroplan’s vice-president

of marketing and innovation. “Gaming is about people set-

ting goals and solving things and achieving their goals and

being very active when they play that game. Ultimately,

that’s the goal of loyalty.”

Whether it’s a prize or something more subjective—an

inner glow from scoring an extra point or two more than

someone else, maybe—gamification has become a key part of

the loyalty toolkit. In just a few short years, it has gone from

techy buzzword to an essential part of marketing. Although

gaming structures have long been used in consumer con-tests like McDonald’s recurring Monopoly promotion and

Tim Hortons’ Roll Up The Rim contest, the boom in digital

technology has made it easier and more intuitive to “gamify”

different kinds of marketing methods almost overnight.

In particular, smartphone growth has allowed brands to

incorporate gaming elements directly into shopping and

points-tracking apps, says Emmie Fukuchi, who runs digital

strategy for the Air Miles Reward Program as associate

vice-president of digital and new media with marketing

firm LoyaltyOne. And gamification is rapidly transforming

both long-established loyalty programs such as Air Miles

and newer ones such as the Scene program.

Marketing took an in-depth look at the different flavoursof loyalty in Canada, and how the shift toward gamification

has helped and changed each of these programs for good.

IN LOYALTYGamification and big data are transforming the decades-old

strategies of customer loyalty programs. We explore the

strategies for success

BY SARAH BARMAK

ILLUSTRATION BY PETE RYAN

DECEMBER 23, 2013 35

Y


36/72

STRATEGY 1 Design a real game

Cineplex’s TimePlay app is a great example of a straightforward

way of introducing game theory into a brand interaction, and that’s

building an actual game. In the minutes before movie previews

begin, audience members use the app to play a movie trivia game.

The app asks them to check into their specific theatre so they play

against other moviegoers in the same room, in real-time. That gives

the game a sense of immediacy and personalizes the experience.Building a traditional game into a brand’s smartphone app is

an obvious draw, but marketers should use caution here. Many of

the apps with the highest download numbers are games such as

Candy Crush, so adding games to shopping apps would seem to

be a good way to boost download numbers. In-app games sound

interactive and fun, and often get the attention of the client.

They also go wrong just as often, says Sep Seyedi, CEO of Plastic

Mobile, an agency that handles app development for the likes of Air

Miles and Rogers. When they were tasked by Pizza Pizza to build the

first complete food-ordering app in Canada in 2010, they researched

what their competitors were up to—and knew what not to do.

“It’s very important to have this game layer fit closely with

what the business is,” says Seyedi. He gives the example of one appoffered by a multinational pizza chain a few years ago. “They had

thrown in a car game that was accessible from somewhere in the

menu. You could drive a car and avoid hitting pizzas. That’s where

it shows a bit of a disconnect. It might be a great game, but [the

restaurant] is not known for delivering games, but for their food.”

Because Cineplex customers are already at the theatre to see a

movie, answering film trivia questions is an organic game exten-

sion of their experience.

STRATEGY 2 Build a practical app witha challenging twist For most companies seeking greater customer engagement, an in-

app Bejeweled knockoff game is not going to appear convincingly

integral to their brand or product. For Air Miles, the most intuitive

way to gamify their mobile experience was to give members what

they expect from the app—a way to check their points balance—and

then layer on an extra incentive to return to the app again and again.Before they partnered with Plastic Mobile, Air Miles had a

functional app—it helped members track their points—with a very

high number of downloads, says Seyedi. But the loyalty program

was looking for a way to further increase user engagement.

Taking a page from Foursquare’s playbook, Plastic developed

a new location-based version of the Air Miles app in 2012 that

redesigned the user experience from the ground up. Just like the

earlier version of the app, customers could still check their points

balance and look up retailers where they could earn more. But

now they could also play a game called the Check-In Challenge. If

members physically visited stores where they could earn points,

they could check in to those places using the app. There were

approximately 10,000 locations included in the app.The game was competitive: at the end of the month, the 50 Air

Miles members with the most check-ins would have their points

for the month doubled.

“Immediately, there was an incentive to check in,” says Seyedi.

“There was a surge of check-ins that happened.” There was also

an instant transactional lift of 5% to 20%, says Fukuchi. The Air

Miles app has now been downloaded more than one million times,

and users have logged 13 million check-ins.

CONGRATULATIONSto Sunni Boot on an extraordinary career.

We salute your tireless commitment, uncompromising standards,

and dedicated leadership. Your inspiration moves us forward.

May your personal time be as rewarding to you as your professional

contribution has been to us. Best wishes.



A key reason that the gaming element was such an effective

incentive to users was that it integrated intuitively with what

they would be doing anyway. The activities of checking in and

shopping were designed to feed into one another, explains Seyedi.

“In order to check in, it was location-based, so you had to be at

the current store,” he says. And since users were already there, they

made purchases. “They’re at the Metro, so they might as well shop.”

Finally, the prize of double points was an incentive to get asmany Air Miles through the month as possible, just in case. “If

you’re not shopping, then you’re doubling nothing,” says Seyedi.

“It tied in well to how their business worked.”

STRATEGY 3 Go social For Aeroplan, taking inspiration from a social website’s user

engagement strategy also made sense, but in a different way. The

collector program introduced a gaming element this year for the

first time in a bid to increase members’ engagement with more

of their participating retailers in their coalition.

In a promotion called “Star Challenge,”

users collected stars by visiting new coalition

partners, and a certain number of stars couldbe exchanged for Aeroplan miles. This year,

participants on Facebook could also earn stars

by watching promotional videos and answering

questions about them.

Not only did 2013 see a 30% increase in the

average number of partners visited during the

promotional period, but Aeroplan found that

members who earned stars through Facebook

were more engaged in the promotion as a whole

than non-Facebook users, talking about it and

spreading the word as they registered.

“Close to 10% of members who registered for

the promotion registered on Facebook,” says

Klein. “Not only were they registering, but they

were engaging in it by talking about it on social media.” The number

of coalition members Facebook users interacted with was higher

than the number for non-Facebook users, and they did better

overall in the game.

STRATEGY 4 Integrate with

consumers’ other shopping habits

To design a loyalty program that actually keeps customers loyal,

marketers should find out as much as possible about an audience

and know what their motivational trigger points are. Do they wantrewards? An enhanced shopping experience? Do they like the

feeling of winning a game more than they care about the reward?

Many, like film fan Restivo, don’t want to wait

Download - Marketing_23_December_2013.bak.pdf

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