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Airport Ads Reveals Large Format Digital Out Of Home Site

Airport Ads’ Visionet installed a new screen at O.R. Tambo International Airport (ORTIA) in Johannesburg that measures 4m x 9m and is strategically situated in the main corridor of the domestic departures area in Terminal B.

Visionet engages travellers via a large format digital network in highly desirable airport sites situated within some of the country’s premier economic hubs, including Lanseria International Airport north-west of Johannesburg and King Shaka International Airport in Durban.

Central to this is high reach and frequency and the audiences these airport environments are able to deliver. Mzi Deliwe, Deputy CEO of PMG and Head of Airport Ads said, ’The addition of Visionet at O.R. Tambo International is notable, as it significantly ramps up our digital offering while adding over 500,000 travellers monthly to the audience the network previously engaged. Not only can Visionet deliver the speed and quality that digital out of home technology offers, but due to its impressive size, there is also the opportunity for brands to achieve high impact and make a lasting impression with travellers.’

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FCB Joburg Unlocks Toyota’s Latest Campaign

Featuring FCB Joburg’s first TV commercial shoot out of lockdown, #ToyotaUnlocked went live on several Toyota social media platforms, local TV channels and YouTube within two weeks from the first presentation.

This campaign comes after more than two months of hard lockdown. #ToyotaUnlocked is Toyota South Africa Motors (TSAM) way of welcoming its customers and other road users back on the byways and highways with a campaign.

The campaign was conceptualised by FCB Joburg’s team of Executive Creative Director Tian van den Heever, Creative Director Julie Thorogood and Associated Digital Creative Director Lucy Holford-Walker. The TVC element was directed by Morgan Dingle of Your Girlfriend.

The shoot took place towards the end of Level 4 and required all cast and crew to follow strict Level 4 protocols while on set. This included strict sanitisation, temperature testing and the use of masks throughout the day of the shoot. The crew used minimal lighting and camera equipment to keep costs down and to minimise the number of people at the shoot.

According to the Vice President of TSAM Marketing and Lexus Sales, Glenn Crompton, the message of safety has shifted beyond reminding everyone to drive with caution and great care. It is now urging everyone to practise social distancing and hygiene. ‘With the government having relaxed its lockdown regulations, we call upon everyone to remember that this kind of freedom – in times of Covid-19 – comes with great responsibility to protect oneself and those around them, he said.

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How To Attract Shoppers Post-Lockdown

According to the South African Council of Shopping Centres, shoppers are going to be timid to venture out once the lockdown is fully lifted, which emphasises the importance of evolution in business: adaptation to the needs of the customers.

Other than if it had to blow up, the worst thing that could happen to a shopping centre is a forced closure. This is made even more terrifying when you aren’t sure how long your automated sliding doors might stay closed for. We have seen first-hand how quickly a simple, invisible biological agent can wreak havoc on the world and all the systems that make it go around.

There is no doubt, once the lockdown dust has settled, that all varieties of retail outlets will have to prepare themselves better for these sorts of unforeseen closures. However, the first priority should be attracting customers back into malls and shopping centres. There are four core areas shopping centres should focus on when developing a post-lockdown comeback strategy:

1. Proactively prioritise sanitation checklists for both retailers and shopping centres

Ensure their areas are kept sanitised and safe for shoppers to go about their retail activities during the loosening of lockdown restrictions. Many of these required actions can be applied as general ‘best practice’ in the post-lockdown world. With the threat of invisible contagions now realised, mall visitors of tomorrow will want to know that their health and wellbeing is being prioritised. These are a few measures malls could use to keep sanitation and cleanliness a top priority after a lockdown:

Entrances and exits

• Use open-door policies where possible to reduce contact through touching door handles.
• Install complimentary contactless hand sanitising stations at entrances and exits.

Public indoor areas

• Sanitise all mall furniture along corridors and in rest areas.
• Have dedicated food court cleaners to sanitise tables and chairs after each use.


• Replace communal condiments with pre-packed alternatives.
• Improve airflow and air filtration in each cinema.

2. Incentivise shoppers

While the rest of the world was still under tight lockdown, China was opening up their malls and retail stores after months under quarantine. The world’s second-largest economy took an unprecedented knock in the first two months of 2020, and placed heavy focus on re-stimulating domestic consumer spending. For some big brands, like Apple, attracting shoppers was no problem at all. Customers stood in queues by their hundreds outside Apple stores across China, eager to satisfy their long-quelled retail fever. To encourage spending in other markets, some shopping malls and retailers have embarked on promotions that offer large re-opening discounts, with some even giving out free gifts to customers as they approach the shopping centre.

3. Offer experiences

The retail industry has changed for good, and all the thought-leaders who spoke about the urgent need for improved, modernised experiential retail are all saying ‘I told you so.’ Also of this opinion is Professor of Marketing at the University of Maryland, Jie Zhang. He believes people coming out of a lockdown will want to compensate for all they had missed, but won’t want to risk entering an enclosed mall unless offered security and a unique experience.

‘To attract consumers back, shopping malls will need to beef up their entertainment offerings, their recreational offerings, and their experiential-based shopping offerings,’ said Zhang. Zhang is of the opinion that malls should consider modernising amenities, embracing the digital/real-world merger in-store, attracting higher-end restaurants, and aim to offer patrons of all ages unique experiences they won’t find elsewhere or on the internet.

4. Learn from the past 

The Financial Crisis of 2008 battered global retail in a way the world had never seen before. Shopping centres were facing a similar crisis, where cash-strapped consumers were becoming reluctant to splurge what few peanuts they had managed to save before the rolling job cuts and retrenchments. In a 2008 ABC News article, Craig Johnson, CEO of retail consulting firm Customer Growth Partners, shared that a post-crisis comeback should revolve around evolution alongside the consumer.

‘It’s essential for mall owners to continuously renew (and) reinvent themselves to maintain excitement and newness for customers, and to reflect how consumers like to shop today and what their needs are,’ said Johnson. We forget that we’ve faced adversity throughout human history and have always adapted to thrive in our new environment. If we look back, and study how shopping centres were able to bounce back after crises that came before, we might just find the secret formula to attract shoppers effectively back to malls across the nation.

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This article was sourced from www.sacsc.co.za

Screenline Officially Launches New Website

Screenline’s new user-friendly and interactive website features a comprehensive overview of its wide range of products and services.

The company’s solutions include: indoor solutions, outdoor solutions, events and exhibitions, banners, display graphics, billboards, point of sale, vehicle branding, signage and custom-made solutions. 

Screenline also uses its manufacturing capacity and expertise to contribute to efforts to contain the spread of Covid-19, by offering related signage and Personal Protection Equipment (PPE), which can be found on the Covid-19 tab on their website.

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Modern Marketing LIVE Featuring Adobe Creative Cloud 2020 Beginner’s Workshop

Modern Marketing LIVE is proud to present an online Adobe Creative Cloud 2020 workshop for beginners. Creative Cloud is a collection of 20+ desktop and mobile apps and services for photography, design, video, web, UX and more. Take your ideas to new places by preparing professional-quality designs, exploring tools, workflows and ideal user interface settings.

The course empowers participants in their unique creative scenarios, giving them a competitive advantage, and confidence to deliver professional quality design across multiple mediums from print to video and everything in between.

This one hour workshop is delivered by Mo Jogie, Design and Strategy Director at MSD, who is an Adobe certified expert, instructor, community professional and ambassador.

Date and time: Thursday 23 July 2020, 11AM.
Price: R250 incl VAT per seat.

Buy your seat here. Limited seats available.

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The Use And Diversification Of Social Media Platforms

Stephanie Mashigo, Social Media Manager at Eclipse Communications.

Research conducted by eMarketers indicates a sharp increase in social media usage, particularly TikTok and Facebook, states Stephanie Mashigo, Eclipse Communications’ Social Media Manager.

While this spike is expected to drop once lockdown measures continue to be lifted, features such as live streaming, video chat and gaming will undoubtedly be around for significantly longer. The decline in print media has resulted in a sharp rise in digital media, both online and social, as platforms of mass consumption. We look at how brands can adapt their communications strategies to take advantage of the power of social media.

More time online

GlobalWebIndex says there has been an increase in social media usage across all age groups:

  • 16-24-year-olds: 58% increase.
  • 25-34-year-olds: 50% increase.  
  • 35-44-year-olds: 42% increase.
  • 45-54-year-olds: 34% increase.
  • 55-64-year-olds: 32% increase.

Social media usage has surged by 50% in South Africa. Advertisement engagement has increased over the last few months. Currently, in South Africa, a user clicks on an advert on Facebook an average of eight times in a month1.

Important platforms


With many businesses being compelled to close brick-and-mortar shops, Facebook launched its Shops feature, enabling businesses to display and sell products on the platform. The feature allows them to create digital storefronts at no charge, enabling customers to buy directly from Facebook, Instagram, or the retailer’s website. In contrast to Facebook’s Marketplace, which predominantly focuses on the sale of personal belongings, Shops is aimed directly at businesses.

With over 90-million small businesses on Facebook, the platform has also launched the Business Resource Hub to support businesses. Apart from providing information on topics such as preventing business disruptions, the platform provides several free templates to help businesses communicate to their audiences, including the likes of ‘yes, we’re still taking orders’, and ‘we wouldn’t be here without you.’


Facebook-owned Instagram is emphasising its support of local businesses, releasing a new feature to help them make sales. It comes in the form of gift card, food order and fundraising stickers, which businesses can share on their profiles or stories. This allows customers to support them remotely.


The online video-sharing platform launched its Video Builder Tool, which allows small businesses to create video content for free. While YouTube adverts usually require video editing skills and a large budget, the new tool has been integrated to help enterprises in their communication and content strategies in light of the current pandemic. The tool is essentially a free beta tool that animates static assets such as images, text and logos, and integrates music from YouTube’s music library.


TikTok, although relatively new, has seen a rise in popularity, with countless brands making use of the platform to communicate with the public. It offers the opportunity for brands to be brave and think outside the box. It is highly popular with the youth, providing an opportunity for brands to future-proof themselves.

One example is the World Health Organisation, which is using TikTok to educate the public during the Covid-19 pandemic. Its TikTok account already has 2.4-million followers.

Your social strategy

  1. Conduct a fact check: make sure that business bios on social media platforms are updated to reflect any changes in operations should they be directly impacted by lockdown conditions.
  2. Post with purpose: now, more than ever, is the time to build trust with your audience. Humanise your brand authentically.
  3. Personalisation is key: personalisation begins with analysing your consumers’ behaviour/ interactions with your brand online and tailoring content to meet their interests.
  4. Expand influencer marketing: we’re living in uncertain times and people are turning to those they trust (like influencers) for information. Partnering with the right influencer, who shares the same vision as your brand, will ultimately help drive sales.
  5. Explore new content and platforms: brands need to be brave in the changing landscape and experiment with new forms of content, such as videos, and where they communicate their messages.
  6. Engage with your audience: calling for user-generated content or making use of polls will boost customer interaction on your platforms and increase your organic reach.
  7. Make sure your visuals are in context: social distancing has changed our perceptions (and reality) about many things. It’s easy to reach into your archive of brand imagery for social media, but in doing so you may unwittingly be sending a message that’s not entirely appropriate.
  8. Re-evaluate paid media strategies: data from SocialBakers show that cost per click and CPM for social ads is falling, as more advertisers stop their campaigns. As a result of this, organic post reach has increased by 0.5% over the past three months (data from Hootsuite), with the trend expected to continue. Organic strategies can pay off handsomely.
  9. Get leadership involved: executives are ramping-up their social media presence and giving their brands a trustworthy face.

From using social listening tools to gauge consumer sentiment to using this data to make informed communication and messaging decisions, now is the time for brands to take full advantage of social media’s power.

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Three Creatives From Africa Announced As Part Of Next Creative Leaders Competition Jury

This year’s Next Creative Leaders competition jury includes Emuron Alemu, the Group Creative Director at Ogilvy Africa, Nairobi; Suhana Gordhan, the Executive Creative Director at FCB Johannesburg; and Molefi Thulo, Executive Creative Director at Ogilvy Johannesburg.

They are among the global jury of 88 creatives from 25 countries announced for the Next Creative Leaders competition, run jointly by The One Club for Creativity and The 3% Movement.

Next Creative Leaders (NCL) is a portfolio competition that identifies, celebrates and gives a global platform to talented womxn and non-binary creatives who are making their mark on the world with both their work and a unique point of view on creative leadership that’s changing the industry for the better.  

To make Next Creative Leaders as open and accessible as possible, there is no fee to enter the competition. Entries highlighting a candidate’s creativity, leadership and unique point of view must be submitted by the July 31, 2020 deadline.  

The complete list of 88 NCL 2020 judges from Australia, Brazil, Canada, Chile, Mainland China, Costa Rica, Germany, Guatemala, Hong Kong, India, Israel, Kenya, Netherlands, New Zealand, Philippines, Portugal, Russia, Singapore, South Africa, Spain, Sweden, Taiwan, United Arab Emirates, UK and US can be viewed here.

For the first time in its five-year history, Next Creative Leaders has expanded its diversity and inclusion remit to accept entries from both womxn and non-binary creatives, and added regional honours.

Also new for 2020 is the addition of NCL Regional Honors. Along with naming 10 global winners based upon the highest scores from judges, The One Club and The 3% Movement have expanded the programme to recognise those in six regions: North America, Latin America, Asia Pacific, MENA, Africa and Europe, whose work and creative vision the judges feel deserve Regional Honour accolades.

Eligible participants are those who are stepping into leadership roles, including copywriters, art directors, designers, ACDs, newly-promoted creative and design directors with less than one year in the role, and creative teams who are doing game-changing work.

Entrants are judged on four to six pieces of creative work, with their background and information about how they, and their work, are pushing the industry forward and making a positive contribution in terms of diversity, mentoring and advocacy.  

Winners will be selected by a jury of top creatives and diversity advocates, including past Next Creative Leaders winners, and announced at an upcoming joint The One Club for Creativity/The 3% Movement event.

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ACA Announces 2020/21 Board Directors and Executives

On 24 June 2020, the Association for Communication and Advertising (ACA) held the 73rd Annual General Meeting (GAM) virtually to select the Board of Directors.

Wayne Naidoo was re-elected to the position of Chair, with Gareth Leck and Thabang Skwambane re-elected as Vice-Chairs. The Executive committee (Exco) is composed of the Chair and Vice-Chairs, Karabo Songo and Mathe Okaba.

The incoming Board is as follows:

Name and position Company Role
Wayne Naidoo: Chair Duke Group Chief Executive Officer
Gareth Leck: Vice-Chair Joe Public United Group Chief Executive Officer
Thabang Skwambane: Vice-Chair FCB Joburg & Hellocomputer Joburg Group Managing Director
Karabo Songo: Exco Brave Group Group Chief Executive Officer
Mathe Okaba: Exco Association for Communication and Advertising Chief Executive Officer
Adeshia Singh Singh & Sons Managing Director
Alison Deeb Metropolitan Republic Group Chief Executive Officer
Andrew Brand 99c Advertising & Communications Group Chief Executive Officer
Ayanda Mbanga Ayanda Mbanga Communications Chief Executive Officer
Carlo Murison Two Tone Global Group Chief Executive Officer
James Barty King James Group Group Chief Executive Officer
Jarred Cinman VMLY&R South Africa Chief Executive Officer
John Dixon Publicis Groupe Africa Chief Executive Officer
Karabo Denalane TBWA Hunt Lascaris Chief Executive Officer
Lebogang Masilela Brave Group Human Capital Executive
Louise Johnston Grey Advertising Managing Director
Luca Gallarelli TBWA\The Disruption® Company Group Chief Executive Officer
Mathieu Plassard Ogilvy South Africa Chief Growth Officer
Mona-Lisa Zwambila Riverbed Chief Executive Officer and Founder
Mpume Ngobese Joe Public Ignite Managing Director
Nombini Mehlomakulu Ebony + Ivory Director
Paul Middleton Ebony + Ivory Managing Director
Sarah Dexter MullenLowe South Africa Chief Executive Officer
Selae Thobakgale The Odd Number Chief Strategy Officer
Sharleen James King James Group Group Director
Susan Napier Wunderman Thompson Advertising SA Managing Director

The ACA Exco plays a key role in working closely with the Board of Directors and CEO of the Association in collectively directing the association’s affairs, whilst attending to the interests of its stakeholders, members and the broader industry at large. The Exco’s tenure runs in tandem with that of the Board of Directors.

At the meeting, Chair of the ACA Board, Wayne Naidoo, delivered the Chair’s Report for the preceding fiscal. Referencing the current crisis the world and South Africa finds itself in, Naidoo began his report with a quote from Rahm Emanuel (Ex Chief of Staff to President Barack Obama) who said, ‘Never let a serious crisis go to waste. And what I mean by that, it’s an opportunity to do things you think you could not do before.’

According to Naidoo, the industry has been in a crisis since before the existence of the Covid-19 pandemic and that there has been relatively little evidence to show that as an industry we have truly progressed, notwithstanding measures taken to address sensitive issues over the years. This has resulted in frustration for all involved given the time and commitment invested to ensure the wellbeing of the ACA and its members.

The ACA’s mandate is to protect and serve its members and to promote the value that the industry has to offer. While delivery by the various ACA portfolios was seen as successful, the report stated that progress in general has failed to keep up with the ever-changing environment. Naidoo noted that the industry has been ineffective in acting decisively with a view to ensuring relevancy and dynamism in a rapidly evolving climate. According to him, the answer and catalyst to this change has been obvious for a very long time: transformation, not simply legislative in terms of B-BBEE, but rather in all its guises. According to Naidoo, transformation brings opportunity, and opportunity delivers even more transformation, to the power of infinity.

‘As an Association, we’ve been strategically addressing key challenges over the years and have had a few delightful wins as a result, but again it’s just not sufficient if we need to be relevant and leadership-valued beyond 2020. We need hard action now. We need to walk the talk with more determination and visibly demonstrate that action speaks louder than words,’ said Naidoo.

To the extent that the pandemic has brought untold devastation to our dynamic industry, it also provides an opportunity to adapt what the industry can offer for the future. The report states that the situation provides for the perfect excuse to simultaneously address the longstanding and pressing issue of transformation, across agencies, supplier chains, clients and broader economic structures.

The ball has already been set in motion in addressing the issues with the active pace that is required, with the ACA reigniting the transformation mission with much enthusiasm. Naidoo went on to explain that a number of initiatives have been developed to support the actions required, and that these would start rolling out over the coming months.

All of this would not have been possible however without the support of the Board and several other valued industry and media partners according to Naidoo. He thanked the outgoing Exco (Gareth Leck, Thabang Skwambane, Boniswa Peziza and Mike Gendel) for their amazing support over the past year, as well as the staff at the ACA and CEO, Mathe Okaba, for her incredible partnership, passion and drive throughout.

In concluding his Chair’s Report, Naidoo added that, ‘Now more than ever, we have the opportunity to stand up and speak truth to power.’ He noted that it is no longer acceptable to have poor leaders, unfair practices and onerous pitch demands. ‘It is time to uphold and honour the MAC SA Charter, empower and support the youth and establish a broader and more diverse ACA membership base of new and upcoming agencies, imploring the industry to more actively participate in ACA activities.’

In closing, he stated that the time had come to truly listen to the critical change that is being asked for. ‘When we embrace these opportunities, we get to really transform – and in doing so, we have the opportunity to make everyone else rise alongside us. Let’s not allow this crisis to go to waste,’ concluded Naidoo.

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Brands Turning To Smaller Agencies To Maximise Campaign Efficiencies

According to Yaw Dwomoh, Chief Executive Officer at Idea Hive, it is easy to assume that price is the only driving factor behind the decision to go small, but many brands will be thinking beyond budget. Equating size with safety is a naïve way of thinking.

The move towards ‘smaller’ agencies could be attributed to brands effectively maximising on their campaign efficiencies while managing a conservative budget and exercising greater control over their campaigns.

The Covid-19 era has brought immense change to the world. We are living in unsettling times and operating in unchartered territories. Whether it is how individuals behave or how industries operate, it can be safe to say that the virus has and will continue to change it all.

Marketing and communication departments will be standing back to look at the pre-pandemic trend people started talking about way before everything changed. We will see marketing departments having to consider contraction in demand and profits and most importantly how to do things differently.

This shift in thinking gives brands access to nimble creative teams that counteract their large and slow-moving business models. Teams with a more niche skill set disrupt rather than develop and they are open to hyper-creativity and not just doing business as usual. In the case of 360-degree marketing, where this type of agility is crucial, more of the big brands will be looking to smaller agencies with varied capabilities.

If you oversee marketing and communications, it is easier to collaborate when you are constantly in contact with the team accountable for and working on your project. But what gives these new contenders the edge?

Here are the top reasons why big brands are choosing smaller agencies:

1. Forward-thinking ideas

If you are not changing, you are not moving forward. Small agencies can implement new ideas and services faster than their larger counterparts. They can also drop redundant services with ease, which means eliminating the extras that will benefit the agency and not brands. These updated service packages make it easier to implement new ideas that will place brands ahead of the pack.

2. Unique and specialist services

Many small agencies exist within a network of specialised professionals who can be mobilised when needed. This means brands gain access to a pool of skilled people (who can be hand-picked for their project), without paying for the maintenance of specialist business departments.

3. Commercial insight

Many small agencies are started by experienced industry professionals wanting to do things differently. As a result, clients receive advice that is informed by commercial insight and in-depth knowledge of what works and what doesn’t. The benefit: your project is handled by these same high-level professionals.

4. Undivided attention

Working with large teams can be difficult and in a fast-moving digital world, where the customer journey is no longer linear, urgency is a necessity for companies to make the most out of customer touchpoints and micro-moments with less back-and-forth.

Working with multinational agencies could subject brands to slower turnaround times as they serve hundreds of clients at any given time. Niche agencies dedicate their time to a limited number of projects from start to completion, paying closer attention to the scope, reviewing for challenges and in the end giving brands a realistic report. This ensures that work is not completed only for the sake of delivery.

5. Faster results

Bigger organisations come with more layers. This slows down approvals, processes and the overall completion of projects. If you are employed by a large organisation, you already know how this works and it’s unlikely you want to partner up with another business that has the same stifling bureaucratic processes. The good news is that creative vision doesn’t hinge on size. Small, agile agencies look for talent that can relate to your perspective and get the work done faster.

6. Flexibility

As niche agencies take the time to understand client needs and seek to maintain a healthy working relationship with a client, they are open to putting the clients’ ideas first and making recommendations. This makes them easier to work with on campaigns, no matter the magnitude. This lowers the risk of friction between teams from both sides and projects are not delayed unnecessarily.

In this rapidly changing world, brands will be looking for niche agencies that are interested in becoming an effective extension of their business rather than only pursuing work that will win them the next award. This approach pushes creative boundaries and gets better results.

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Marketing And Advertising Industry Survey Respondents Express Thoughts About Their Future

Claudia Schonitz, Head of Insights and Consumer Research, HaveYouHeard.

According to HaveYouHeard’s survey, which had 110 participants, all of whom work in advertising, marketing, production or a brand-related role at a company, employees in South Africa’s advertising communications services industry are more uncertain about their employers’ business continuity than they were at the beginning of the country’s Covid-19 lockdown. 

At the beginning of lockdown, a total of 65% of employees said they were either extremely confident (18%) or fairly confident (47%) about their company’s future. During level 4, this confidence ebbed to a total of 55%, being either extremely confident (16%) or fairly confident (39%). Some 12% changed their opinion to ‘poor’ and 6% to ‘very poor’.

At the same time, employees revised their projections on company income for the next 3-6 months with 56% saying it will decrease substantially (up from 37%), 16% said it would decrease slightly, 10% said it would stay the same, 7% were unsure, 8% thought it would increase slightly and 3% said it would increase substantially. 

Interestingly, there was little change in how employees predicted the pandemic and lockdown would impact their careers. 10% said it would have an extremely positive impact (up from 3%), 19% said fairly positive (versus 23%), 16% said no impact, 43% said fairly negative and 12% said extremely negative.

Not surprisingly, the industry’s employees – like most South Africans – are experiencing more stress. Only 8% said their stress levels had decreased while 80% were experiencing increased anxiety and stress.

As a result of the uncertainty, bleak outlook for business continuity and increased stress, some 16% of the industry’s employees are considering leaving the industry while 25% will seek greater control by starting their own company or freelancing, 14% studying, and 36% are actively looking for a new job within the industry. 

‘According to our respondents, the pandemic has had negative and positive consequences,’ said HaveYouHeard head of research and insights, Claudia Schonitz. ‘The cons include decreased billings, retrenchments and salary cuts (which have increased substantially), decreased staff morale and changes to the type of work commissioned. While the pros include flexibility and ability to change, improved processing and ways of working and better internal communication.

‘Also, trust in company leadership has stayed the same (34%) or increased (35%) since the start of lockdown. This, I think, bodes very well for the industry post the pandemic. It seems to me many will emerge stronger, more resilient and more agile on both an organisation and personal level.’

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