One Legal Advertising is a full service advertising and marketing agency specialising in the promotion of attorney firms throughout South Africa. They are involved in all aspects of advertising and marketing, including brand creation, digital marketing, website creation, print advertising, television commercials and more.

Attorney firms are required to ensure that they are in full compliance with the rules relating to advertising and marketing. The agency is in close contact with the Law Council as well as the Ethics, Guidance and Rules Committee to ensure that firms are able to be innovative and competitive, while remaining compliant.

‘The attorney profession, and the way it advertises itself to the public, is limited by various acts, common laws, and rules set out by the profession’s governing body. The reason for this limitation is to ensure the profession is not diminished in the eyes of the public by salesmanship and shoddy marketing,’ said Robert dos Santos, Director of One Legal Advertising.

‘As society has modernised, and social media has become more relevant, these rules have adapted and allowed for certain advertisements to take place. It is now possible for attorneys to create television commercials, be active on social media, and partake in other forms of advertising as long as they comply with the rules required of them. One Legal Advertising is essentially a group of attorneys and marketing creatives who are poised to guide attorneys through the compliance regulations while still creating stunning marketing content,’ he added.

One Legal Advertising +27 (0) 66 452 2008 info@onelegaladvertising.com www.onelegaladvertising.com

According to Derek Bose, Oracle Applications SA Country Leader and SADC Region Cluster Leader, globally, the shift towards automation is being driven by the need to increase agility and provide customers with a greater sense of immediacy.

In the South African context, particularly in the tough economic environment businesses currently find themselves in, these drivers are coupled with a greater need to retain customers and gain market share. After all, great customer experience can lead to a substantial competitive advantage.

Businesses have traditionally focused their efforts in this regard on improving communication channels and creating a culture where customer experience truly matters. However, the role of technology in influencing the customer experience must never be underestimated. This is especially true of those technologies that can define the customer experience, like an AI-enabled bot, for example.

Digital innovation priorities of South African organisations

Customer experience encompasses two perspectives: the experience the company seeks to provide, and the experience the customer actually has. An effective implementation of technology can be used to bridge the gap between these perspectives. With this in mind, the four key characteristics of a great customer experience are immediacy, reliability, scalability and convenience.

Focusing on areas of maximum impact

Technology can positively impact the customer experience in the following ways:
• AI-supported data management ensures that companies have a true picture of the customer’s profile, while predictive analytics allows for suggestions of what the customer’s next actions might be (or what the company’s next actions should be). This means that marketers can push relevant messages to the right customers, and sales teams can position the right products at the right time (and can be proactive in trying to prevent churn).
• Automation (supported by analytics) across both the sales and marketing processes can improve quote-to-cash turnaround times and reduce administrative workloads. This provides much-needed agility in servicing customers and reaching the right audience with a particular message.
• The use of technologies like AI-driven chatbots and the provision of online self-service channels can improve the speed of service to customers as well as the variety of channels a customer might choose, while simultaneously reducing the load on the organisation for certain mundane tasks.

Immediacy, reliability, and scalability: evolving the customer experience in practice

The use of technology to improve the customer experience is flourishing across South Africa. For example, organisations within the banking and financial sector have been proactively implementing chatbots, not simply for the sake of implementing the technology, but rather to provide customers with immediate access to services in a scalable and reliable way. Immediate access is important as customers, regardless of industry, require organisations to improve their speed of service to near-real-time levels. Reliability and scalability are equally important – a client’s experience must be repeatable for it to be valuable to the organisation. By using an AI-driven chatbot that learns through its interactions, each of these criteria is met and an exceptional experience can be delivered.

Convenience: creating a comfortable customer experience

Similarly, governments can use technology to improve service delivery by expanding their touchpoints with citizens. Round-the-clock, omni-channel engagement with online services is becoming increasingly prevalent, such as with the advent of online filing of taxes and applications for documents such as ID cards and passports.

By crafting experiences that are immediate, reliable, scalable and convenient, CMOs and sales executives alike can ensure that the customer experience is genuinely perceived as valuable. And a valuable experience is one that keeps clients perpetually engaged with your organisation and unlocks the door to a sustainable competitive advantage.

ORACLE www.oracle.com/za/index.html

Caxton, Media24, TisoBlackStar, The Daily Maverick and TheSouthAfrican have collectively established a partnership with Australian video company, Oovvuu, and have now launched a new and inventory-rich Video Private Marketplace.
 
Digital consumers continue to show a strong preference for accessible and engaging online video content, affording brands the opportunity to reach target markets through compelling video advertising.
 
Oovvuu sources quality video content from premier international publishers, distributing it to South African consumers through trusted local publishers. Oovvuu collated videos will be thematically linked to each article’s respective subject matter and be displayed within the body of news and entertainment articles.
 
Although suggested videos will be sourced via machine learning and AI, editorial approval is still required to guarantee quality to both advertisers and readers at all times. To streamline booking processes for Oovvuu clients, a convenient and centralised platform called Connect has been built. Through Connect, agencies can purchase from all publishers at once.
 
This multi-publisher partnership with Oovvuu means that agencies can now offer clients substantial exposure to credible, brand-safe websites outside of the Facebook and YouTube environments. Unlike Facebook and YouTube, pre-roll ads on Oovvuu content cannot be skipped, leading to longer engagement times and an increased opportunity for meaningful brand engagement.
 
Video ads on Oovvuu have already displayed high viewability, completion and click-through rates. Advertisers are exposed to a significant risk of finding digital assets on exceptionally brand un-safe content given the recent avalanche of disinformation campaigns on Facebook and YouTube. Oovvuu solves this problem.
 
Oovvuu CEO, Ricky Sutton noted, ‘When we originally met with South African media agencies, there were three primary requirements: brand safety, engagement and cost-effective scalability. Agencies want the ability to buy volume with one click, therefore Connect was created, allowing agencies to buy from all publishers at once.’

ONE REPUBLIC
chris@onerepublic.co.za

Twiga Communications has been appointed to develop and implement the PR strategy for new insurtech company Granadilla. The agency will deliver strategic communications that complement the brand’s overall marketing campaigns and product releases, to ensure growth in both brand recognition and take-up by consumers.

‘The insurtech space and how it is disrupting the traditional insurance model is exciting. Working with app-based insurer Granadilla is a fascinating process as consumer needs and products change rapidly. So, innovation, relevance and creativity in how we communicate to the target audiences is key to effectiveness,’ said Franco D’Onofrio, Managing Director of Twiga Communications.

Led by Jonathan Walker, the team at Granadilla is smart and forward-thinking and their tech-savvy equity positions them as one of the leading tech start-ups in this sector. ‘Granadilla will soon be celebrating one year in business and we are thrilled to be part of their intrepid growth ambitions,’ concluded D’Onofrio.

TWIGA COMMUNICATIONS
+27110243983
info@twigacommunications.co.za
www.twigacommuications.co.za

Outdoor Network has grown its digital national large format network to five highway sites. The three 4.5m x 18m large format digital billboards are situated in Gauteng and the other two in KwaZulu-Natal. The company plans to grow its national network extensively, with the goal to offer advertisers a large format, national highway digital network.

KZN is currently home to a large double-sided digital billboard on the M3 highway on the outskirts of the Durban CBD, facing all east-bound traffic from the N3, N2 and Pietermaritzburg into the CBD, and the south and west-bound traffic exiting the city.

The Gauteng sites are situated in Paulshof (double-sided), on the N1 highway in close proximity to the busy Rivonia Road off-ramp, and Crown Mines (single-sided), on the M1 South, facing traffic travelling from Johannesburg to Soweto – another high-traffic ‘signature’ location.

This initial roll-out of premium highway sites in Gauteng and KZN means that Outdoor Network is already offering an attractive network of large format digital sites in locations with exposure to upper income groups and with high reach and frequency.

Collectively, Outdoor Network’s five large format digital billboards reach approximately 3.38 million consumers a month, largely in the upper income category, making these sites the ideal the platform for brands looking to engage with a large audience in this market segment.

Jacques du Preez, CEO of the Provantage Media Group said, ’Our focus is on building a comprehensive large format national digital network, but we will be selective, concentrating on signature sites that can deliver significant value to our advertisers, in the form of impressive audience reach figures and platforms that can effectively drive targeted advertising messages.’

With more and more marketing budget moving to online advertising in the form of social media, search etc, digital has become a preferred platform for many brands and advertisers, and digital Out of Home (DOOH) has proved itself as an effective bridge between the virtual and ‘real’ worlds, amplifying campaigns, complementing online strategies, and driving engagement across a host of channels.

Backing up this assertion is a 2017 Nielsen study which shows that ‘online activations including search, Facebook, Twitter, and Instagram activity generated by Out-of-Home indexes at about four times the expected rate given its relative ad spend.’

‘Out of Home’s connection to digital media is undeniable,’ said Nancy Fletcher, President and CEO of the Outdoor Advertising Association of American (OAAA), in the same study. ‘OOH campaigns boost online engagement more than other traditional media can. As digital ad spend increases, so does Out-of-Homes’, because it drives people in the real world online.’

OUTDOOR NETWORK
+27861776826
info@on.co.za
www.outdoornetwork.co.za

Dana Eitzen, corporate and marketing communications executive at Canon South Africa, discusses why a sustainable business is a successful business. Any change to how a business runs will invariably come at a cost. Sustainable practice is an investment like any other. But the cost doesn’t have to be insurmountable. For example, reducing waste is likely the simplest and most obvious method to begin engaging in sustainable practices – and it’s practically free.

Since the 1990s, offices have been making inroads in this area. From collecting empty cans for recycling and changing incandescent lights for LED bulbs to reducing the amount of waste paper created, businesses have been reworking or developing new processes that use fewer raw materials and waste less in the production of goods.

From Adidas selling 11 million pairs of shoes made from ocean plastic (1) to vegan meat sales increasing by 451% in the last four years (2), there is little doubt that a change in mindset is taking hold across the globe. But while the key drivers for sustainable products and lifestyles are often ethical or moral, there are also practical business reasons for adopting sustainable ways of working.

Some brands have taken this approach to impressive levels, like Deloitte’s Amsterdam building, The Edge. It is one of the most sustainably built office spaces in the world and its connected lighting system is so low energy that the LED lights can have their power needs met through ethernet cables (3). Sensors measure room occupancy at all times, turning off lights automatically when a room is empty. The building also has smaller windows on south facing walls, which keeps the interior temperature cooler in the summer and warmer in the winter, reducing the need for heating and air conditioning.

Of course, investing in a building like this is not necessarily going to be the end goal of every company: despite the fact that it would no doubt prove a return on investment within a number of years. But this is not just about investment – it’s also about protection. By stepping up sustainability, organisations not only save money in energy and storage bills, they also future proof their business. Investing in sustainable practices ensures that companies remain ahead of changing regulations before they come into force. For example, the British Government has vowed to halve the energy use from both new and existing building stock by 2030 (4), so adapting an office space can help them avoid paying fines which, aside from being costly, could also damage a brand’s standing with today’s increasingly environmentally conscious consumers.

Indeed, sustainability seems to be one of the hot issues that is having a strong impact on business bottom lines. 87% of consumers said they would be more likely to purchase a product because the company advocated for an issue they cared about, while more than three quarters (76%) would refuse to buy a product if they found out a company supported an issue contrary to their beliefs (5). Consumers already actively prefer to buy from brands they believe are doing social or environmental good (6). Organisations must think about their sustainable practices if they want to harness the benefits of this trend.

For example, Lush cosmetics is well known for its commitment to sustainable retail experiences. It recently opened a totally packaging free shop in Manchester (7) where customers pick the products they want and take them home in a recyclable cardboard box and its products are all 100% vegetarian and never tested on animals. The brand’s ethically sound credentials have resonated with its customers and as it has continued to push the limit of what is possible on the high street, it posted record turnover and pre-tax profits in 2018 (8). A clear link between sustainability and increased returns.

It is not just retailers who stand to benefit. Salesforce achieved its target of net-zero greenhouse gas emissions in April 2017, ensuring it’s 150,000 customers were using a carbon neutral cloud service. The company recently installed the largest on-site water recycling system in a commercial high-rise building in the US and it has been sourcing 100% renewable energy for its HQ for nearly 2 years (9). The company’s financial results, with a 24% to 26% revenue increase year on year for the past three years, shows that its green initiatives are landing well with their customers and contributing to the company’s stellar growth.

Sustainable practice has been shown to effect talent acquisition and hiring too. Research has found that improved brand image makes it easier to attract new employees to a business. 76% of millennials consider a company’s social and environmental commitments when deciding where to work (10) and 75% would stay for less money, if they worked for a socially responsible company. This kind of retention is a cornerstone of success and healthy work culture, and the cultivation of engaged and passionate employees protects the longevity of an organisation while driving it toward future success.

Sustainability drives purpose and passion. Deloitte found that 73% of employees who feel that they work for a purpose-driven company said that they are engaged with their job (11). People want to be part of something good and something bigger than themselves. They want to feel great about what they do every day. When employees are fully engaged, they give more and the company gets more. This serves to emphasise why incorporating sustainability into a business can prove so effective in the long run.

Companies that feel sustainability is something they are required to do to keep the board happy are missing out on an opportunity to be a part of a generational change in mindset. Customers, employees and even investors (12) are all keen to interact with brands that reflect their environmentally friendly goals in a positive way. This opens a door not just for new businesses looking to enter the market, but also offers more established organisations a chance to rethink their position and update their strategy to make it more relevant to their target market. In both cases, the end result is a healthier bottom line.

Businesses just need to keep in mind that customers want more than words, they want to see real momentum towards a more environmentally friendly future. To make certain adopting sustainability is a success, organisations need to ensure it is included at the start of any new processes and that commitments are followed through. With that in mind, a mountain of opportunity for growth is out there for businesses to tap into.

(1) https://www.goodnewsnetwork.org/adidas-shoes-from-ocean-plastic-going-even-further/

(2) https://www.livekindly.co/vegan-meat-sales-europe-grew-451-percent/

(3) https://www.breeam.com/case-studies/offices/the-edge-amsterdam/

(4) https://www.edie.net/news/11/Theresa-May-unveils-plan-to-halve-building-energy-use-by-2030/

(5) https://www.forbes.com/sites/marissaperetz/2017/09/27/want-to-engage-millennials-try-corporate-social-responsibility/

(6) https://www.telegraph.co.uk/business/sme-library/hybrid/sustainable-small-businesses/

(7) https://www.forbes.com/sites/annaschaverien/2019/03/12/lush-creates-packaging-free-shops-but-will-other-retailers-follow-suit/#63c5ed4f246d

(8) https://www.insidermedia.com/insider/southwest/Lush-hails-record-turnover

(9) https://www.salesforce.com/company/news-press/stories/2018/2/021318/

(10) https://www.clomedia.com/2018/02/20/millennials-want-workplaces-social-purpose-company-measure/

(11) https://gethppy.com/employee-engagement/3-ways-purpose-driven-organizations-increase-employee-engagement

(12) https://www.ft.com/content/f99b0399-ee67-3497-98ff-eed4b04cfde5

CANON SOUTH AFRICA
+27126754900 
James.DeWaal@Canon.co.za
www.canon.co.za

Lee Stacey, Chief Broking Officer in Aon South Africa’s Commercial Risk Solutions Division, states that the overall risk readiness for the top 10 risks identified in Aon’s 2019 Global Risk Management survey dropped from 53% in 2017 to 51% in 2019. Failure to innovate and meet customer needs is one of the top ten risks.

Participants in the survey that reported a loss of income experienced as a result of failure to innovate and meet customer needs increased from 15% in 2017 to 25%. The reduction in risk-readiness among participants in the survey is due to digitisation, changing business models and readily available alternative products and services.

Examples where failure to innovate or meet customer needs affect industries:
• Well-known corporations such as Toys R Us, BlackBerry, Hitachi and The Concorde, are but a few of the many companies that have dwindled away due to failure to innovate. 
• Those in the publishing and printing industry are trying to survive revenue shortfalls and staff downsizing due to a seismic shift in digital technology and people’s reading habits. 
• In the telecommunications industry, where the lifetime of products continues to shrink, the race to market has intensified. 
• In the transportation manufacturing sector, companies are now competing with many tech giants experimenting with autonomous driving, e-cars, digital services and mobility platforms. 

Only 45% of surveyed organisations have a risk management plan in place, though. In the absence of a thorough risk assessment, uncertainty may accelerate or underestimate the importance of a risk such as failure to innovate and meet customer needs, meaning that the balance of businesses may not even understand the magnitude of this risk.

An increasing number of industries are, however, focusing on risk management strategies. This fact alone means that there are an array of tried and tested tools and techniques available to businesses that can help to quantify and improve their risk preparedness, resilience and sustainability, and thus change the emerging trend.

In the face of consumer needs and preferences that are becoming increasingly fickle, innovation is a necessity, not an option. It also means that disruptive technologies, such as Artificial Intelligence, blockchain or the Internet of Things may be the key to transforming the current playing field.

This pushes traditional risk management approaches into a different sphere. Start-up companies tend to be more agile and experimental in their risk appetite and enjoy a significantly lowered exposure to the risk of failure to innovate. Larger corporate companies who tend to stay on the safe side of caution, have a few things to learn from their smaller counterparts in embracing an approach of managed risk-taking.

It is up to every company to find the opportunity to reinvent itself in an ever-changing market where disruption is fast becoming the norm. It is crucial for every company to adopt a risk management process that can identify opportunities to innovate and adapt to customer needs. Those that are unable to, will simply become irrelevant. 

AON
www.aon.co.za