16 BANDT.COM.AU OCTOBER 24 2008

One of the biggest mistakes big brands make isunderestimating regional areas. Sure, there are somewho have elevated the regions to more than anafterthought, but for the vast majority it remains justthat on the media schedule.

The situation is such that anyone living in aregional market who visits a capital city and watchesTV is always immediately struck by how many big-production TVCs for household-name brands they’venever seen before at home, even during prime-timeprogramming. When regional dwellers harp on aboutbeing ignored by the big cities, a lot of it is reversesnobbery, but when it comes to TV, the bush has avery good point. And it’s a point being overlooked bythe big brands, (and, worse, the people who areadvising them when and what media to buy). If youdon’t believe me, just go to the Gold Coast and seehow many TVCs for local companies dominate thecommercial breaks – so much so that when a majorbrand appears on screen, the natural reflex is to sit upand take notice. Any big-brand advertiser whosemedia agency disregards regional media needs totake a reality check, and the figures show why.

OzTAM, ATR and Nielsen stats show regional TVreaches 2.2 million more viewers than Brisbane, Perthand Adelaide combined. Regional markets accountfor 36% of the Australian population, and on the eastcoast, these markets grew by 10.7% between 2001and 2008 compared with 8.6% in metro markets.

Research by Foreseechange in 2007 foundregional consumers are just as affluent as their metrocounterparts, and in fact have more discretionaryspending power because regional folk are paying offlower mortgages.

Roy Morgan has also found that averagehousehold incomes rose by 35% in regionalaggregate markets, compared with 23% in metromarkets between 2001 and 2007.

That the Gold Coast is still described as a regionalmarket at all is an anachronism. In fact, it’s the sixthbiggest city in Australia.

And this is a serious problem. I know of one majorfinancial services brand whose regional mediacommitment in the year to February 2008 accountedfor just 6% of its media buy. Never mind that theregions comprised 39% of its customer base.

Absurdly, the big brands are ignoring the regionalmarkets when they could actually be getting so muchmore for their advertising dollar.

Regional TV rates are still around half metro TVcost per thousand rates. Ask your media buyer toexplain that one away.

I recently read an interesting article in a Sundaynewspaper about parenting which included a list oftop 10 parenting tips as provided by MichaelMuldoon, a counsellor at Relationships Australia.

As a manager of six young media marketers, whatstruck me about this list was that most of the toptips about “child management” applied equally totalent management.

So this begs the question – is parenting a goodqualification for leadership, and vice-versa?

Let’s look at four of the key points on the list: Tip 1. Be Consistent. Parents and managers

who operate by the “do as I say, don’t do as I do”mantra are being hypocritical. It’s about establishingboundaries and sticking to them yourself to set agood example. Consistency with decision-making isalso key.

Tip 2. Spend time with your children. There’s nosubstitute for spending face-time with your directreports. Be approachable and have an open-doorpolicy. And try not to bump regular one-to-ones,however busy you might be at the time.

Tip 3. Be a parent, not a best friend. Likewise, be aleader rather than trying to be a buddy to your team.Mateship involves equality in the relationship andthis can be totally at odds with the power structuresinvolved in managing people.

Tip 4. Hug and praise your children often.Recognition is a vital tool in motivating people and itcosts absolutely nothing. Be lavish with your praiseand be sure to spoon it out in public. But best to goeasy with the hugs unless you like appearing in court.

Of course, while the skills of parenting and ofteam management do sometimes dovetail, there arefundamental differences. Parents love their kids,unconditionally. Managers might like their teams, butit is always on conditional of them doing a good job.

Children carry your genes into the future. Teammembers tend to carry your stationery home whenthey leave your employment.

And what about tantrums – can parenting bringany important lessons to talent management?

Well, bum-smacking and the naughty-step are notreally options unless you want to dramaticallyshorten your management career.

Negotiation and distraction tactics are goodsolutions. But what works on a three-year old isn’tguaranteed to work on a 23-year-old.

Ultimately, when your child tells you they love you,you know you must be doing a pretty decent job.

But when people you manage tell you they loveyou, it’s probably a good time to move on.

comm

ent

BEYOND REGIONALDOUBT

TALENT AND TANTRUMS

TO MAKE A COMMENT EMAIL EDITORIAL@BANDT.COM.AU

Barry O’BrienChief executive, Total Advertising &Communications

Adam JosephInsights manager,Herald Sun Melbourne

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