Kim Mazejka, Media Planner

Watch time for Over the Top (OTT) services has skyrocketed over the past few years as binge-streamers have declared they are here to stay. 

Advertisers have been recommending investment shifts to Connected TV (CTV) for years now, and the increase in CTV ad spend over the past few years has reflected this widespread change. But what was previously a simple answer to the problem of reaching cord-cutters has become extremely fragmented over time, creating gaps in our ability to reach audiences at the scale we think we are.

While Linear can be broken down into Cable vs Broadcast, OTT can be broken down into CTV (Connected TV; anything that is streamed to a television device) and FEPs (Full Episode Players; anything streamed to a desktop, mobile, tablet, or other device). These filter down into different subscription types, (ad-free or ad-supported) as well as Free Ad Supported TV (FAST), in which a subscription is not needed to access ad-supported streaming. 

The majority of larger players in the space fall under the SVOD category (Subscription Video on Demand), with most being hybrid ad-free and ad-supported these days, offering tiered paid subscriptions. AVOD (Advertising-Based Video on Demand) services, such as Fubo and Sling, only offer paid ad-supported options as these try to mirror a cable-esque experience. On the other hand, FAST are services that do not require a subscription and are more widely available.

Content differs from service to service, with more premium inventory available through higher-priced subscriptions, and audience demographics following suit; keeping in mind that more affluent audiences are more likely to pay for ad-free services. 

When it comes to media buying, this gets even more complicated as we look at OEMs (Original Equipment Manufacturers) such as LG, Samsung, and most recently, Roku. These manufacturers use the data from their products and advertise to users of their TV products specifically. Partners such as Samba TV have ACR (Automatic Content Recognition) tech that we are also able to take advantage of without running directly on one type of television. Even further, we are able to run ads across DSPs (Demand-Side Platforms) utilizing ACR data, audience data from those with proprietary audience data, and run across multiple types of devices at the same time, all with real-time bidding. 

So what does all of this mean for ads in the CTV landscape?

Despite the sharp increase in time spent watching CTV, and the ad spend that follows, we must take into account that about 47% of this watch time is not ad-supported. Reaching the full cord-cutter audience isn’t as simple as putting an ad on a top streaming service… if it’s even ad-supported. And with all this fragmentation, TV is no longer the mass-reach channel it once was. Understanding your audience and their media consumption behaviors, looking for incremental reach across tactics and channels, and creating a comprehensive CTV and Linear strategy is imperative to maximizing your target audience reach.

At CP, we are always asking “why?” We’re fascinated and ever curious about customer mood and mindset. Here’s a few observations and constructive fodder for discussion from our anthropology and strategic planning teams from this past quarter.

1. Living With Tech Disruption
An opportunity cloaked in uncertainty.

Observation: In the past few months much has been made of technology entering our lives. Examples include worldwide buzz around generative AI like ChatGPT (and now GPT-4) to new technologies being used in sports in the form of pitch clocks, VR, and data tracking. 

In the advertising world, technology like generative AI serves as a potential threat that could marginalize creativity across various competencies. Much is still to be explored and learned.

What brands can do: Always explore – rather than reject – these emerging technologies, viewing them as potential tools rather than automatic threats. Some may come, some may go – however, through exploration, brands and consumers can reap any potential benefits that may be presented to us today and into the future.

Sources: The Atlantic, Forbes, The New York Times & The Good Phight 

2. De-influencing & Consumerism
Don’t buy that, buy this instead.

Observation: Influencer marketing is changing and creators are leaving #TikTokMadeMeBuyIt back in 2022 in favor of #De-influencing in 2023. As ‘eat the rich’ storylines permeate culture, creators and Gen Z are taking advantage of an emergent push against consumption culture. However while the benefits of ‘de-influencing’ are serving negative views of consumerism, people are still being influenced towards other products, highlighting that de-influencing is more of a fun trend and TikTok buzzword due to the media and public’s embracing of the term.

What brands can do: For influencers—or brands that are becoming more wary of using influencers—they must consider their communication strategies and continue to avoid inauthentic means of communication and influence due to consumers’ ever-increasing demand for authenticity in the content they see.

Sources: AdAge, AdWeek & Business.com

3. Where Have the Customers Gone?
Customers are moving—meaning new markets and realities.

Observation: Customers are in a state of moving, and major shifts as it relates to where they live, work and shop are continuing to take place in 2023. Many cities, like Boston and Dublin for example, have seen population decreases since the beginning of the Covid pandemic in the spring of 2020. This is, in part, due to economic reasons such as the elevated housing market and cost of living as well as increasing work-from-home or work-from-anywhere flexibility. Lifestyle changes for consumers cause disruption to habits, which means priorities will come into focus, especially with their status quo being transformed.

What brands can do: The shifts in consumers and their environments means that brands may have to rethink how they reach their target customers given new lifestyles and realities, especially during certain periods of their lives like retirement.

Sources: The Boston Globe, The Irish Times, Brookings & CBS News

4. There Are Essentials Within ‘Essentials’
Non-negotiables shouldn’t feel like negotiables.

Observation: 66% of people in Ireland are actively seeking ways to spend less, but acknowledge that they will ultimately end up spending more in the coming months. People across the financial spectrum are adjusting their spending habits, even when it comes to ‘essential’ items. Those under the most pressure are trying to squeeze every ounce from their budget, while those who are better off are still trying to reduce their spending by looking for options that present ‘better value.’

What brands can do: There is an opportunity for brands, products and services across FMCG sectors to cement their position as a ‘non-negotiable’ essential. Brands can do this by leveraging emotional connections and moments that happen during these interactions, illustrating how they are crucial to these personal moments being successful.

Sources: Bord Bia X Canvas8 & Kantar

5. The Next Generation of Free Speech?
People are skirting around topics, we have to follow them.

Observation: Slang comes and goes, often it reflects a moment in time, illustrating what is happening in the world. As the day-to-day changes, so does the colloquial language used. Algospeak feels different though. The reason it exists is different. Algospeak is code or rhyming slang used to avoid moderation or censorship online. True crime content creators will often use the term ‘Unaliving’ when discussing cases – a code for killing or being killed e.g., ‘The suspect was apprehended by police after unaliving his wife.’ It is an attempt to speak freely without being penalized. Separately, Elon Musk is seeking to develop an alternative option to ChatGPT, one that doesn’t ‘penalize conservative biases.’

What brands can do: This matters for brands because while we may not understand or agree with these approaches, people are still actively trying to avoid being moderated. Going forward, brands need to consider these new ‘languages’ in order to maintain relevance and reach intended audiences.

Sources: Twitter, The Information, USA Today & RTE

All good things expire. Look out for more reports coming soon.

At CP, we are always asking “why?” We’re fascinated and ever curious about customer mood and mindset. Here’s a few observations and constructive fodder for discussion from our anthropology and strategic planning teams from this past quarter.

1. Living With Tech Disruption
An opportunity cloaked in uncertainty.

Observation: In the past few months much has been made of technology entering our lives. Examples include worldwide buzz around generative AI like ChatGPT (and now GPT-4) to new technologies being used in sports in the form of pitch clocks, VR, and data tracking. 

In the advertising world, technology like generative AI serves as a potential threat that could marginalize creativity across various competencies. Much is still to be explored and learned.

What brands can do: Always explore – rather than reject – these emerging technologies, viewing them as potential tools rather than automatic threats. Some may come, some may go – however, through exploration, brands and consumers can reap any potential benefits that may be presented to us today and into the future.

Sources: The Atlantic, Forbes, The New York Times & The Good Phight 

2. De-influencing & Consumerism
Don’t buy that, buy this instead.

Observation: Influencer marketing is changing and creators are leaving #TikTokMadeMeBuyIt back in 2022 in favor of #De-influencing in 2023. As ‘eat the rich’ storylines permeate culture, creators and Gen Z are taking advantage of an emergent push against consumption culture. However while the benefits of ‘de-influencing’ are serving negative views of consumerism, people are still being influenced towards other products, highlighting that de-influencing is more of a fun trend and TikTok buzzword due to the media and public’s embracing of the term.

What brands can do: For influencers—or brands that are becoming more wary of using influencers—they must consider their communication strategies and continue to avoid inauthentic means of communications and influence due to consumers’ ever increasing demand for authenticity in the content they see.

Sources: AdAge, AdWeek & Business.com

3. Where Have the Customers Gone?
Customers are moving—meaning new markets and realities.

Observation: Customers are in a state of moving, and major shifts as it relates to where they live, work and shop are continuing to take place in 2023. Many cities, like Boston and Dublin for example, have seen population decreases since the beginning of the Covid pandemic in the spring of 2020. This is, in part, due to economic reasons such as the elevated housing market and cost of living as well as increasing work-from-home or work-from-anywhere flexibility. Lifestyle changes for consumers cause disruption to habits, which means priorities will come into focus, especially with their status quo being transformed.

What brands can do: The shifts in consumers and their environments means that brands may have to rethink how they reach their target customers given new lifestyles and realities, especially during certain periods of their lives like retirement.

Sources: The Boston Globe, The Irish Times, Brookings & CBS News

4. There Are Essentials Within ‘Essentials’
Non-negotiables shouldn’t feel like negotiables.

Observation: 66% of people in Ireland are actively seeking ways to spend less, but acknowledge that they will ultimately end up spending more in the coming months. People across the financial spectrum are adjusting their spending habits, even when it comes to ‘essential’ items. Those under the most pressure are trying to squeeze every ounce from their budget, while those who are better off are still trying to reduce their spending by looking for options that present ‘better value.’

What brands can do: There is an opportunity for brands, products and services across FMCG sectors to cement their position as a ‘non-negotiable’ essential. Brands can do this by leveraging emotional connections and moments that happen during these interactions, illustrating how they are crucial to these personal moments being successful.

Sources: Bord Bia X Canvas8 & Kantar

5. The Next Generation of Free Speech?
People are skirting around topics, we have to follow them.

Observation: Slang comes and goes, often it reflects a moment in time, illustrating what is happening in the world. As the day-to-day changes, so does the colloquial language used. Algospeak feels different though. The reason it exists is different. Algospeak is code or rhyming slang used to avoid moderation or censorship online. True crime content creators will often use the term ‘Unaliving’ when discussing cases – a code for killing or being killed e.g., ‘The suspect was apprehended by police after unaliving his wife.’ It is an attempt to speak freely without being penalized. Separately, Elon Musk is seeking to develop an alternative option to ChatGPT, one that doesn’t ‘penalize conservative biases.’

What brands can do: This matters for brands because while we may not understand or agree with these approaches, people are still actively trying to avoid being moderated. Going forward, brands need to consider these new ‘languages’ in order to maintain relevance and reach intended audiences.

Sources: Twitter, The Information, USA Today & RTE

All good things expire. Look out for more reports coming soon.

Alyssa Stevens, Director of Public Relations & Social MediaIn early April, I headed down to the Sunshine State to attend PI LIVE Miami, a conference centered around building profitable partnerships through influencers, creators, affiliates, and more. I spent two days soaking up industry knowledge from top marketers, e-commerce brands, and leading content creators. 

The bottom line is that the consumer journey is no longer linear—in fact, it’s everything but. As marketers, we need to meet and influence consumers at every potential discovery point. What was evident during the conference is that the influencer marketing industry is continuing to grow exponentially. With more than 300 million people worldwide identifying as creators, it’s not surprising that Adobe recently reported that 25% of a brand’s consumers are creators with influence. Could 2023 truly be the year of the creator? 

In order to capitalize on the power of creators beyond their social media presence, you need to be strategic. Integration between cross-functional teams has never been more crucial and marketers need to think outside the box.  

Intrigued to learn more? Here are four key takeaways from PI LIVE Miami this year:

Climb Into the Mindset of Your Consumer

In order to market to your target audience, you have to develop a deep understanding of their mindset. Sounds simple, right? But that consumer discovery should also involve their social media search behavior. How does your consumer look for ideas on social media, find new influencers to follow, and embrace content trends? When marketers look to engage influencers, they should first search for their product/brand/campaign theme on social media to see the type of content and influencers the consumer would naturally find if they were to do this search themselves. From there, they can reverse engineer this process by creating a brief/campaign and choosing influencers that emulate what their target audience would find in the wild. This way, when the content comes to life and is posted on social media, it will resonate with the intended audience. 

Recruit Creators Like You Would Employees

The landscape has never been richer for brands to tap into their existing customer base to find influencers and content creators. But how do brands find them? Take an approach that’s similar to employee recruitment. Existing customers who know and love your brand will always offer the most authentic collaborations. Create a landing page on the brand’s website that invites influencers to apply to work with the brand and be part of their creator partnerships. From there, the brand can evaluate who in their existing customer base has social influence and also wants to support the brand in a more meaningful way on social media. This can cut out the guesswork for the brand while also leveraging authentic partnerships with its most influential customers. 

Use Generative AI to Inspire—but Not Replace—Creators

Chat GPT and its counterparts have taken the world by storm. As we embrace AI technology across various verticals, it’s important to consider how it can aid creators and human workflows instead of replacing them. Generative AI is meant to inspire and provide efficiencies with content generation. Content creators and influencers will still ideate with marketers around campaigns, but as AI evolves, they should also be empowered to bring it into the fold during the concept and content development phases to provide efficiencies. Creators could make one piece of content and then utilize AI to expand that content to multiple platforms, formats, and even languages! The speed at which AI can help create content is unmatched and if done in collaboration with a creator, there is no doubt it will revolutionize marketers’ ability to reach consumers across various content mediums. 

Don’t Be Afraid to Negotiate With Creators

The creator economy is exactly that. An economy. And the delivery of goods and services in exchange for monetary compensation is at the heart of a healthy ecosystem. Just like marketers wouldn’t take a magazine’s rate card at face value, they should also feel empowered to negotiate with creators. Think through the core deliverables that you really want and why, as well as what you can offer the influencer to sweeten the deal. Are you planning to whitelist/amplify their posts and offer them added exposure to new audiences? Will you be highlighting them on your social media or a website with credit to their page? Can you set up a revenue-sharing model based on post performance? All of these additional campaign attributes can help with negotiating influencer rates to ensure that a brand achieves the best deliverables/ROI from a collaboration and that influencers feel that their partnership is valued. 

Alyssa Stevens, Director of PR and Social Media
Paul M. Capobianco, Cultural Anthropologist 

We hear a lot about creating content with the goal of having it go “viral,” but in actuality, that shouldn’t be what we’re working to achieve. 

Yes, in today’s digital age, it’s more important than ever for brands to have a strong presence on social media, but it really comes down to creating content that moves the needle. Content should not only be engaging and entertaining, but also powerful enough to make people want to be part of it and share it. 

When content goes viral, it gets shared exponentially and reaches a massive audience in a short period of time. And while viral content can be highly effective in terms of brand exposure, it’s almost impossible to predict what will go viral—and if it does, it can also be difficult for brands to control.

Instead, at Connelly Partners, we like to encourage our clients to strive for “spreadable” content. 

Spreadable content is shared by multiple users across different platforms and networks but it is remixed with their own personality or experience. It’s often shared because it resonates with a particular audience or because it sparks a conversation or debate. Spreadable content has the potential to reach a large audience, but it doesn’t necessarily have to go viral to be successful. The sheer idea of people wanting to be a part of the content speaks volumes to its effectiveness. 

As marketers, we’re always trying to conceptualize how to create a memorable and spreadable moment on social media for our clients. This often comes with evaluating the risk-reward factor. Risks, albeit calculated, can often make brands feel uncomfortable, especially when those risks are taken on platforms like TikTok, which can garner high impressions and engagements. But the reward? Well, the rewards can be immeasurable when a social campaign is well-received by the public—especially when an audience is inclined to share their own spin on it!

One of my favorite examples of spreadable content is the #ThousandDollarCrocs challenge on TikTok. In collaboration with the popular artist, Post Malone, the brand asked consumers what their own thousand-dollar Crocs would look like. In turn, they received a plethora of people bedazzling their Crocs with paint, stickers, and other personal touches. So many people posted their creations that the campaign ended up resulting in nearly three billion views—and when the $1,000 Post Malone x Crocs shoes launched, they sold out immediately! 

The book, Spreadable Media, by American scholar Henry Jenkins dives into this differentiation by challenging readers’ notions about what goes “viral” and examining the factors such as audience engagement or participation against the concepts of what “sticks” and what “spreads.”

If we go back to the actual definition of a “virus” and how that ties back to social content, it makes even more sense why this shouldn’t be what we’re trying to achieve. People aren’t just acting as passive host cells by copy and pasting viral content – they are taking part in it creatively. Spreadable content is truly a remix and when someone participates in the progression of it, it has something to do with who they are, which is much more profound. We’re able to glean what resonates with people and reverse-engineer those human reasons or guidelines to then create future social content that is spreadable.

So, why should brands be open to taking risks in order to create a spreadable moment on social media? When brands relinquish some control over the creative process and allow their audience to “co-create,” the audience sees the investment on the brand side around this real and relatable content. It welcomes people into the brand’s community and invites them to contribute, thereby lifting the barrier between the brand and consumer. Authenticity is inherently spreadable, and as humans, we want to be part of something authentic.

Marketers and brands can learn far more from spreadable content than viral content because each person that participates in the content tells you something about themselves, as opposed to leaving it ambiguous through a simple “Share” button. When we encourage this shift in thinking among our clients, we’re unlocking fresh ways to express authenticity and brand values. 

At the end of the day, content is the biggest driver of your social media presence, and if you can create content that people want to actively participate in, your potential for success skyrockets. 

How does your social media measure up?

International Women’s Day is a time to celebrate the many achievements of women throughout history and bring awareness to inequalities that still exist today. In recognition of this important, global holiday, we asked some of our female leaders from across the CP family of offices to reflect and respond to a question about their accomplishments, influences, and the impact they’ve had on their peers as women in leadership. 

How do you hope to have been an influential figure to your peers?

To be creative, you have to appreciate all perspectives and unique voices. I’d like to think I’ve encouraged people to show up authentically and without pretense. I strive to create a space for each voice to be heard and ideas to surface without judgment, allowing them to breathe and evolve into something unexpected. I would hope that I’ve set an example that in order to be a successful creative leader, you need to be equal parts challenger and nurturer. I’ll continue to set high expectations but navigate the process with kindness. It’s a tough but necessary balance.

Alyssa Toro
Sr. Partner & Chief Creative Officer
Boston

---

What accomplishment are you most proud of as a professional?

I am really proud that I successfully switched careers three times over the past 25 years. I pursued my dreams and was not afraid not to follow the conventional career path, although my passion for marketing and advertising was always part of those careers.

It took a massive leap of faith, and self-belief, to leave a very well-paid job with Ireland’s largest TV, radio & online platform, fulfilling a dream to open my own business. Not choosing the safe route taught me that if you have a good work ethic, are resilient, persistent and are prepared to put everything into making a decision a success, there is no reason not to succeed.

Vaunnie McDermott
Managing Director, Connelly Partners Dublin
Dublin

---

What is something you are grateful for as a woman in business?

I’m grateful for the team of amazing, diverse women that I am blessed to be a part of – mentors who have helped me grow over the years; peers who have developed through similar trajectories as I have, balancing years of raising children with also managing a career; and most importantly, my younger colleagues, who have risen through a very different set of circumstances in college and their young careers that constantly challenge me to think and do things differently. I learn from this group every day – and it’s both humbling and inspiring – and makes me always aware of the impact we have on each other in this business. 

Michelle Capasso
Partner & Director of Media Services
Boston

---

In your opinion, who is the most influential female professional/historical figure and why?

Michelle Obama has used her platform to make people feel seen and heard. With an eye toward our industry, I’m inspired by how she’s used entertainment and storytelling to broach challenging topics and make them approachable while also elevating diverse voices and perspectives. As a new mom, I appreciate how she’s balanced her work and family life – and kept it incredibly real about what that looks like, even if it’s not always rosy.

Claire Eisenberg
Director of Corporate Communications
Boston

---

The 2023 theme of International Women’s Day is #EmbraceEquity. In the spirit of this theme, what does this mean to you? How do you embrace equity?

For giggles, I asked Chat GPT what it means to EmbraceEquity — this is what I got:

“Embracing equity means recognizing and actively working to eliminate systemic barriers and injustices that prevent individuals or groups from accessing opportunities and resources fairly.”

This is eerily accurate, considering that it was generated by an AI Chatbot.

But in all seriousness, this is close to what it means to me to Embrace Equity, as evidenced by my financial and physical support of the YWCA. I’m on the Board of Directors of the Delaware affiliate and have been a long-time leadership donor. This organization truly embodies my passions in its mission: To empower women and eliminate racism. 

To me, Embracing Equity also means recognizing, celebrating and embracing all of the differences, life experiences, cultures, food, music, histories and traditions of all of those around me, and seeing what I can learn as a result. 

Michele Hart-Henry
Managing Director, Connelly Partners Health
Boston

---

What is one thing you hope to do to help advance women in your lifetime?

I hope to help demolish cultures of overworking & burnout. Traditionally, the choice or the desire to have a work/family/life balance has been viewed (in particular for women) as a choice that holds them back. The problem is not the choice to prioritize balance, but the cultures of overworking and burnout that make this choice necessary. I hope in some small way, in my own circles and organizations, to be able to create and nurture environments where these choices aren’t necessary.

Emily Kozniuk
Director of Brand Services, VRX Studios
Vancouver

---

What is one small way you are showing your support and appreciation for the women in your life? How are you celebrating/observing International Women’s Day?

This International Women’s day I’m reflecting on and deeply missing one of the most impactful women in my life… my best friend Sonya, who passed away from cervical cancer (a uniquely women’s disease) in November. So I am showing support and appreciation to her two beautiful daughters and to all who loved her. And I will never take for granted all the strong, resilient and fabulous women who are in my life; my Mum, sisters, daughter, friends & CP colleagues. 

Mary McMahon
Group Strategy Director
Dublin

---

Look back at the little girl you once were. What is something that you’d like to tell her? 

I would tell the little girl that I once was that hard work, determination, and passion are the three essential components to creating longevity in your career and fostering a work environment that feels equal parts rewarding and exciting. Believe in the power of manifestation. Not everyone is going to like you or believe in what you do, so be your best advocate and trust in yourself and your abilities. Write down your career-defining moments and the compliments that you receive along the way, so you can look back on them when you need an extra boost or reminder that you are good at what you do! I would also remind her that there will be adversaries along the way, but it’s important to stay resilient and positive. Lastly, I would advise her to prioritize self-care and never forget to take time for herself and her loved ones amidst her busy career. Life is short…enjoy it. 

Alyssa Stevens
Director of Public Relations & Social Media
Boston

---

What does International Women’s Day mean to you?

Marking a specific day in honour of International Women’s Day is an inspiring reminder that gender inequality is still prevalent and that much work still needs to be done to achieve balance. Personally, the day acts as an extra nudge for me to ensure that as a senior leader, I continue to play a role in moving our working environments forward and achieving gender parity so that the women that come after me do not have to face the same challenges that I have had to.  

In truth, the week leading up to and after also has me fired up as I read never-ending stories of unjust discrepancies between men and women. At times shocking and at times deflating, it is also inspiring to witness how many of us are intentionally and meaningfully creating change. I do strongly believe that this change also needs to occur multi-generationally – there must be a focus to educate children, both female AND male about gender parity and what they can do to shift the future. Here is an oldie but a goodie that I like to share to illustrate this.

Nadine Cole
President, VRX Studios
Vancouver

 

Gene Begin, Managing Director, CP Education

Day 8. In a way that causes much annoyance and anger for those who know me. Eight is my favorite number and many decisions in my life are strangely shaped by my infatuation with it. What better day than Day 8 then to write a blog post about my transition from inside higher education to an outside partner and add some context to what starting as the inaugural Managing Director of CP Education actually means to me and Connelly Partners. 

I would be remiss in not sharing that leaving Wheaton College Massachusetts after becoming its inaugural VP of Marketing & Communications seven years ago certainly came with sadness. I learned so much from so many during my time within that amazing environment and I will take that knowledge and evolved mindset with me forever. From a brand strategy framework redesign and a college-wide website reimagination, to bringing enrollment marketing in-house and finding continued success despite the pandemic, a new foundation of integrated marketing was built to showcase the Wheaton story and brand to new audiences and advocates.

After 23 years in higher education, it was important for me to still be connected to the industry and continue to market and showcase the value of education to change lives. I have found so much joy in being part of brand evolution and digital transformation at multiple institutions and I really wanted to bring that energy, excitement and evolution to more organizations. As CP’s first managing director within the education vertical (BTW, we have an amazing practice for the health industry that I have already learned so much from!), I will get the opportunity to work with new and existing education clients on brand strategy and integrated marketing to digital transformation and media campaigns.

What I have discovered as I grow older (I mean, more experienced) in my career is that I have an entrepreneurial bug to build within established organizations. Having been at Babson College for 15 years as both an employee and a student, and intimately involved in the promotion of entrepreneurship as a mindset and not simply a start-up venture, I certainly can attribute my interest to that education, experience and environment. 

I may have a fear of starting something on my own, but I’m glad Steve Connelly did not in 1999. The opportunity to work with the leadership, senior partners and talent within Connelly Partners had always been an intriguing idea, something that was not quite dormant and ready to be activated. I have long admired CP throughout my career from close (as a client for five years) and from afar (as we built our Wheaton MarComms division over the past seven years). 

The education marketplace is at a transition point that is ripe for marketing excellence. The value of higher education in particular is often being questioned and sometimes being attacked as there is a lot of angst and disgust with it within some factions of society. Price sensitivity and a more educated, digitally-fluent consumer has also led to a more authentic search process for education seekers. Audiences are driven by truly understanding the value of the offered experience by matching the student needs and desires with the why and expertise of the educational organization. Delivering and amplifying the right message of your purpose at the right time to the right audience is more crucial than ever. This is why I’m excited to build upon and amplify the great work CP has already done in the education industry and help deliver solutions for even more educational organizations to showcase their why. 

Unrelated, but if you did make it this far and enjoyed the randomly intentional references to the movie Inside Out, a sequel is coming out in 2024.

Learn more about CP Education here.

At CP, we are always asking “why?” We’re fascinated and ever curious about customer mood and mindset. Here’s a few observations and constructive fodder for discussion from our anthropology and strategic planning teams from this past quarter.

1. Division Begets Division:
Don’t get sucked into taking a side.

Observation: The U.S Midterm Election illustrated again how voters of both parties no longer view elections as chances to shape the direction of government policy, but as existential battles. Voters are willing to stand by questionable candidates rather than defect to the other party. 

Due to the rigidity on the two sides, where independent voters go, so goes a midterm election. It begs the question of how brands should speak with the left, right AND middle when choosing or switching sides seems like the last thing on people’s agenda.

What brands can do: Don’t fall into the same cycle. You have a timely opportunity to recognize and celebrate shared values that remind us that, as humans, we still care about the same basic things…that everyone has some goodness in them; that we all want to do the right thing when we can. 

Sources: The Atlantic, The Economist, Cook Political Report

2. Hate Is Still Hot:
Anger is easier than love, and also less effective.

Observation: Kyrie Irving and Kanye West are the latest examples of the unhealthy state of hate, and how people are using their social platforms to spread hate and incite anger. West unleashed a myriad of antisemitic comments and Irving publicly defended a documentary laden with antisemitic views. The takeaway…further division and the clear diagnosis that hate and injustice of all kinds still remain at the forefront of society, even today. (Data shows a 128% increase in antisemitic-related internet searches in the past three months.)

What brands can do: There is a growing need to pragmatically and authentically position your brand in a place of love, inclusion and positivity. To overly address the platforms of hate, risks giving them credibility, rather embrace tactful ways to invite all people into your brand.

Sources: The New York Times, NBC News

3. Twitter Is a Mess(age):
Look between the lines.

Observation: It’s well-documented and roundly-reported that since Elon Musk completed his $44 billion acquisition of Twitter, the influential social network has shed staff, lost users, and seen advertisers pause their participation in the platform. 

As people see more and more institutions being influenced by strong, centralized powers they’re more likely to seek brands that guard against that power. So will other stakeholders. 

What brands can do: This is about empowering others across, up and down your organization to share responsibilities when it comes to company policies tied to culture, work environment and human resources. This allows business leaders to decentralize aspects of leadership while still owning and driving longer term business and growth strategies.

Sources: CNN, Twitter, The Guardian, Yahoo News, Buzz.ie 

4. Cash Stuffing, It’s a Thing:
As the recession arrives, so is financial discipline – even for those who had reputations for lacking it.

Observation: Cash stuffing is a method of budgeting that involves withdrawing money from your account and physically allocating it to different spending pots. Banking platforms and technology are now being used by people to plan, budget, and monitor spending in more responsible ways that give a sense of control.

Google searches for ‘cash stuffing’ have increased by 274% and the TikTok hashtag has generated over 498 million views to date.

What brands can do: Understand that financial safety is a key element within the consumer mindset. Brands should encourage improved budgeting skills to lower anxiety around finances and speak to overall value as a way to be more relevant with younger audiences.

Sources: Irish Mirror, Planning Finances, USNews

5. The Hidden Significance of Yellowstone:
We all need to escape every now and then. 

Observation: Yellowstone’s season five, ratings-breaking premier brought in 12.1 million viewers, and interestingly, viewership among 18-34 years old grew 53% from the show’s past season. 

This is an example in modern media of networks leveraging escapism, a behavioral tendency which has become increasingly prevalent and popular. This is likely due to the fact that many consumers are using media, particularly since the pandemic (and especially TV) as an outlet to escape their respective realities in search for something else. In this sense, they are using media to connect with ideals and values that they may not be as strongly represented as they’d hope in their lives and in modern society as a whole.

What brands can do: Simply being aware of the visible cues and subject matter that consumers are drawn to can provide content guidance across branded digital channels. Whether it’s discussing or making reference to a favorite show or a specific character, it’s an easy way to spark engagement with your customers.

Sources: Entertainment Weekly, The Guardian, The Atlantic

All good things expire. Look out for more reports coming soon.

Michele Hart-Henry, Managing Director, Connelly Partners Health

Groceries, Electronics and Primary Care Visits – Amazon’s Newest Entry at Your Fingertips

A few years ago, convenient care meant visits to the retail walk-in clinic in pharmacy chains, big box stores and some grocery stores. COVID-19 brought new emphasis to telehealth visits, expanding the definition of “convenient” out of necessity. Amazon, which has long been making forays into healthcare, recently announced its entry into the world of convenient care – Amazon Clinic.

Amazon’s latest service literally puts the power of primary care in the palm of your hand. I recently tried it out. While efficient, my experience with Amazon Clinic needed more clarity and, more importantly, humanity. 

After a quick registration process, I started a brief, text-based health questionnaire about my visit and why I sought care. I then received a text stating that the healthcare practitioner would follow up with a treatment plan within four hours. Two minutes later, I received another text message from a nurse practitioner who said she would review my visit. After an additional  five minutes, she texted again to say that she couldn’t help me and that I’d need to visit my primary care physician.

After that, I received yet another text from the nurse practitioner informing me that my visit was under review. At that point, a physician, new to the visit, let me know that their treatment protocols had picked up on the word “dizzy” and kicked me out of their treatment locus. The doctor then said it was no problem to send a prescription for motion sickness patches to my pharmacy.

In multiple news stories about Amazon Clinic, company officials tout the convenience and ability to get treatment for about 20 lifestyle and non-urgent medical conditions. The company doesn’t take insurance for the visits, instead charging a flat fee by condition or treatment.

At the recent HLTH 2022 conference in Las Vegas, speaking about Amazon Clinic, Nworah Ayogu, M.D., Amazon’s chief medical officer, said that the online retail giant is “leading with its competency” of connecting customers to the products and services they want. “We’re connecting customers to providers who provide care. We’re playing matchmaker and building a great customer experience. It’s a win-win,” Ayogu said.

While Amazon Clinic uses the term “visit” to describe the exchange, it’s essentially a transaction driven by pre-determined protocols and algorithms with minimal human intervention. Depending on your needs, that could be a flaw in the offering. It is a convenient route for some types of ordinary care; however, Amazon’s connections are superficial compared to traditional care relationships among practitioners and patients. 

Connecting people to the care, products, services and therapies they need to reach their life’s goals is critical in our approach to healthcare marketing at Connelly Partners Health. Furthermore, we lead with empathy and humanity to do so. 

Will I use it again? Probably. It’s a viable option for some routine, non-urgent care needs. But, for most things, I prefer my care with a decidedly more human touch.

Colin Hetherington, Managing Director, ZOO Digital
Martin Byrne, CTO, ZOO Digital
Rachel Carrigan, Head of UX/UI, ZOO Digital

It’s estimated that in 2023 we will hit peak internet – we just won’t be able to fit any more into our daily lives. With that comes a new battle for brands to gain customer attention. So what does that mean for what’s ahead this year? 

Well, at ZOO we are predicting a strengthening of the “human” online experience, even greater interactivity, increasing “subliminal digital,” continuing data visualisation and not to forget good old email marketing, which can get overlooked but still plays a key role. From a pure user experience point of view, we predict brands will realise that improving customer experience will bring new sales, that there’ll be an even greater holistic approach to CX while the “always above the fold” approach to website building will be no longer. 

Read about all the 2023 trends predicted by the ZOO team below. 

Peak Internet

2023 will be the year of peak internet. In 2022, according to GWI, the average global time spent online hit 6 hours 43 minutes per day, down from an all-time covid-induced high of 6 hours 56 minutes in 2021. Next year, we estimate global daily online usage will plateau at 6 hours 40 minutes.

Combine this with further predictions that global digital media spend will increase by 12% in 2023, meaning brands and businesses will be competing fiercely for audience attention online. 

To grab people’s attention, many brands will take a more holistic and complete approach to their digital strategy by adding new channels, focusing on their user experience and identifying the real value they can provide through content.

Even More Interactivity

According to HubSpot, 90% of marketers will increase the use of short-form video in 2023. This is despite video engagement rates decreasing across certain formats and platforms. 

A TikTok case study cited 3.33 seconds as a strong result for an average campaign video view. So, brands have 3 seconds to capture, engage and keep a person viewing a piece of short-form video – that’s not a lot of time at all.

Don’t get us wrong, short-form video is important but we predict that in 2023 we will see brands beginning to move away from video content to create even more engaging and interactive experiences – think Burger King’s classic Subservient Chicken or Red Bull Strike – that combine both creativity and technology to create something special.

Subliminal Digital

With attention hard to earn and video views being short, we will see the emergence of a new practice called Subliminal Digital. The objective will be to use every fleeting half second to create brand awareness. 

This will involve reviewing all brand elements (colour, logo usage, audio cues, opening frames, product placement) across digital channels with a view to maximising every micro opportunity for brand recognition.

Strengthening the “Human” Online Experience

The threat of recession, reduced customer spending power and the battle for attention will result in higher cost per acquisition rates in 2023. With customers becoming harder to get, there will be an even greater focus on keeping those you have happy.

According to a PwC report, what makes a good customer experience is speed, convenience, consistency and friendliness. And one big connector: the human touch. In 2023, we will see the rapid advancement of AI and its ability to replicate human interaction through the adoption of chatbots and digital assistants that offer personalised services. 

Email Marketing Still Quietly Does Its Thing

Not a trend for 2023 but something that needs to be given the credit it deserves, as it is often overlooked in these types of lists, is email marketing. With the ever-increasing importance of first-party data, email marketing should be core to creating ongoing, cost effective communications with customers. Whether a customer opens it or not, the fact they see you in their promotions folder is a micro reminder that you’re there. 

Data Visualisation Is Still Key

Another area set to continue to play a major part in 2023 is data visualisation. The fact is that marketers continue to be overloaded with data, which too often forms a meaningless mass of numbers. However, there’s gold in that data. Through clever curation and interpretation, UX teams can derive better evidence-based insights to act upon. A great example of bringing data to life was released just recently – Spotify’s creative visualisation with Instafest let you create your own festival lineup from Spotify playlists and 2022 Wrapped – Story of your year with Spotify. We predict more of that from brands in 2023.

More CX, More Sales

The thing is, customer expectations are now pretty high when it comes to a lovely, positive experience on websites and apps. And it’s that experience that makes them increasingly return and spend. 

We’re going to see the continued realisation by businesses that their customer experience should be front and centre in their acquisition, sales and retention strategies. That’s going to mean some investment, particularly in a test-and-fix cycle in how they improve their online offering. 

There is a growing appreciation that fixing the online user experience (UX) is only a part of the puzzle. Customer experience (CX) will begin to encompass all customer touchpoints so that they all work in concert, using the same language, intent and purpose. Your digital, OOH, DM and everyone speaking to your customers will need to use the same language and synchronise their efforts – especially sales. 

RIP “The Fold”

The ongoing chat about “below the fold” will finally be put to rest and nobody will come to the service. Analysts will finally convince sales VPs that customers scroll and that the top of the page isn’t the only show in town. 

We’ve known for years from heatmaps and eye tracking that users scan for words they recognise and have been trained to ignore the hero banner (well, mostly). Journey mapping, AB testing and easy-to-interpret measurements will all help convince the CEO that there’s more to the store than the front window.