Marketing 23 December 2013.bak PDF

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Addressed Admail is a trademark of Canada Post Corporation. STAPLES is a registered trademark of STAPLES, Inc., used under license by STAPLES Canada, Inc.
contents
December 23, 2013
42
p.
Features
39
COVER STORY
tHe SHOrtLiSt
Thirty marketers,
agencies and media
players that shaped 2013
MArKETErS
41 SAAQ
42 Visa
42 Walk Of
The Earth
43 Walmart
44 Hudsons Bay
Company
45 Rocky
Mountaineer
47 Heart & Stroke
Foundation
47 Labatt
Breweries
49 Canadian Tire
49 Stanelds
AGENCIES
51 Anomaly
53 North Strategic
54 Jam3
54 OMD
55 lg2
57 John St.
58 Grip Ltd.
58 Sid Lee
59 Zulu Alpha Kilo
59 Cundari
MEDIA PlAyErS
61 Kiip
62 Checkout 51
62 La Presse
63 Twitter
63 Jean-Pierre Blais
64 Wattpad
65 Blue Ant
66 Rogers Media
67 Bell Media
68 Casale
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sPeCIaL INserts
tHe agency
FaMiLy tree
2013
A breakdown of all
the major holding
companies and their
Canadian ofces
PluS
tHe Winning WOrk

FrOM tHe 2013
Media innOvatiOn
aWardS
@marketing_mag
December 23, 2013 3
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targetsource
TM
Media, adVertising and pr in Canada
EDitor-in-CHiEF
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34
MEDia ContriButor
p.
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marketing.media.Filter@gmail.com
FILTER
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Rogers Media Inc. President
Senior Vice-President, General Manager
Vice-President
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Rogers Publishing Ltd.
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BlaMe canada
8
Five things Target
can do better
Brand doctor
10
A second opinion on
Rogers agency review
11
Power Shift
With consumers in
charge, Salesforce
asks what now?
Viewpoints
7 editorS letter
19
getting creative
A look inside Hyundais
Walking Dead Chop Shop
20
Branded deluxe
Taking high-end shopping
online
Features
23
Sunni deParture
deeP rootS
12
The industry is about to
Beavers, Canadiana and 40
years of Roots style
coMParing aPPleS
13
to aPPleS
Three grocery retailers,
three new apps. A side-byside comparison
14
Photos and faces from the
Media innovation
awardS
become considerably less

colourful with Sunni Boot
stepping down
gaMe-changing
34
in loyalty
How big data and
gamication have
transformed an industry
biggest night in media
17
the BeSSieS
More party crashing at the
TVBs 50th annual awards
MarketingMag.ca
december 23, 2013 5
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Canadas Hottest
Ads: Octobers
most-watched ads
on YouTube
Holts unveils
holiday
window
displays
The Daily
high Five
Rogers launches
creative agency
review
Salary
Benchmarks: Not a
good agency start
Lululemon
founder Chip
Wilson plunges
company into
PR crisis
editors note
30 standouts,
with a few
fresh faces
ur editorial team at Marketing faces a

major challengeand honoureach
year. Our task? To take a discriminating scan of the marketing landscape in
this country and single out 10 players who deserve
to stand out among their peers in each of three
groups: Media, Agency and Marketer.
We are proud to present the shortlist of nalists,
which has a lot of familiar names, but also some
less so. Among the latter are Jam3, Kiip, Casale and
La Socit de lassurance automobile Qubec. In
an industry facing disruptive change, we always
choose a few players that managed to stretch our
categories in the same way they have been challenging marketing conventions. Under Marketers
and Media, respectively, we chose Walk Of The
Earth, a marketing-savvy band from Burlington,
Ont., and Checkout 51, a digital rethink on coupon
discounts for third-party brands and retailers.
Meet all the 30 players on our shortlist (pages
39 to 68) and buy your ticket soon for our special
Best of 2013 event next month, when we celebrate
all those shortlisted and announce the three winners, who will be proled in full in our next issue.
We are all about celebrating in this issue. A
legend in Canadian media who is now set to retire,
Sunni Boot confesses to liking coloured stockings
and wearing a lot of silverbut not to having a personal style. Anyone who has ever met Sunni would
MarketingMag.ca
challenge her on that count. Read Chris Powells

take on her legacy (page 23). For more celebrations, check out the winners from our recent Media
Innovation Awards (page 14).
We are also all about bringing our readers something newmore often than not with a healthy
dose of penetrating brand insights:
In recent months, we have added Branded
Deluxe (page 20), a singularly smart take on luxury brand strategy and consumer insights from
our Paris correspondent Mark Tungate.
In her Getting Creative (page 19) feature, Rae
Ann Fera is building a following for travelling to
the intersection of technology and creativity in
advertising and asking one question: how exactly
did you do that?
Last issue, we debuted Me & My Brand, a
revealing prole/interview with Canadas top
marketers on brand strategy. Look for more of
that in future issues.
This months issue marks the debut of another
feature, Brand Doctor, where our experts give marketers a check-up and deliver some blunt prescriptive advice. First to open up and say ahhhRogers
Communications (page 10).
Enjoy the issue!
David Thomas, Editor-in-Chief

David.Thomas@MarketingMag.Rogers.com
FroM our readers
Rebecca Harris recounted

the uproar after Lululemon
founder Chip Wilson said
some womens bodies just
actually dont work for
Lululemon yoga pants.
Our readers responded.
Chip can say what he wants at
his own peril, its his company I
think if anything those chastising
him should look to why they
chose to buy them in the first
place. If Walmart had said these
things about their yoga pants
no-one would care, but because
Chip has forced us to realize how
he played everyone into paying
exorbitant amounts of money for
his stuf, there is a backlash.
KevinW
I have been a long time fan of
LULULEMON. Until they went
public. Its been downhill since
then... They need to work through
critical questions: Review their
mission statement, who are their
customers, how can LULU best
serve them?
Laura
I wonder if it was a mans product
would their be the outrage. This
company is a world wide success.
It seems like women can not be
categorized or commented on.
John Michaels
I for one do not believe there is a
lack of respect for the consumers
that buy their products and I am
proud to wear the brand and know
that it continues to be successful
and nancially support many
Canadian consumers and service
providers to the organization.
Tricia
What they need to get rid of is
Chip unfortunately. But rather
hard to re the founder.
Barbara Dowlign
DECEMBER 23, 2013 7
When you hire an advertising agency,

the rst thing they say is, Okay, lets
spend $100,000 on focus groups. I
dont believe in focus groups.
Roots co-founder Michael Budman
p. 12
LESSONS
FILTER
BLAME
CANADA
Target shares some learnings
from its Canadian launch
BY KRISTIN LAIRD AND DAVID THOMAS
n late November, just ahead of Black Friday and the holiday shopping seasonand just after Canadian shoppers delivered a black eye
to Targets Q3 earnings reportwe caught up with Livia Zuferli, vicepresident of marketing at Target Canada to see what the company learned
from a rougher-than-expected entry into this market. Target racked up
$333 million in Canadian sales during the quarter but the division was cited as
a major factor in a 50% drop in prot. But hey, after one of the most anticipated
retail invasions led to 124 big box store openings across the country in just nine
months, its not surprising that you can end up with too much of something and
not enough of something else. We asked Zuferli what the companys takeaways
have been from the launch. Her comments are adapted from a longer interview.
The picture that emerges from her answers and recent comments from Target
reveals ve problems that need some xing.
Its crazy to think about in terms of how much was

accomplished.
Its a massive undertaking [and] one that we didnt
expect to be perfect out of the gate. I think we feel pretty condent

about the store and the brand and what weve brought to the Canadian
marketplace. It really is a diferentiated option and alternative for the
Canadian guest. Weve had lots of positive wins and learnings. We
are fully prepared to take these learnings [as] opportunity areas for
us to continue to develop and improve our ofering. Were in a diferent
part of our brand lifecycle in Canada. The U.S. has
a 50-plus year history, and were brand new this year.
Livia Zuferli, vice-president, marketing, Target Canada

PROBLEM #1 Not enough inventory
= too much empty space on shelves
PROBLEM #2 Too much inventory

= too much emergency discounting
Coming into a new market for the rst time

and forecasting what sales will be on an individual product or a category level is highly
complicated when you dont have prior sales
history. As we get more data, it builds the
robustness of our forecasting. Cycle to cycle,
weve gotten better with our in-stock and
replenishment. That bigger base of knowledge is denitely showing its results now.
Stores that have been open the longest are
performing the best from a sales perspective.
So were happy about that.
Zufferli didnt speak to this with Marketing,

but the companys quarterly numbers made
it clear Target had more trouble with inventory than just empty shelves. The retailer
found itself backing into deep discounts
when some stock piled up, especially in the
home goods and apparel categories. The
company said it normally enjoys a 30%
profit margin on sales but discounting cut
Canadian margins to less than half that
rate in Q3.
8 DECEMBER 23, 2013
PROBLEM #3 No inventory: Is this just

a better Zellers? Where are those brands
I see in the U.S.?
We brought the majority of our brands from

the U.S.... like Pixi and the Sonia Kashuks of
the world and Shaun White and a lot of our
designer partnerships and exclusives. And we
supplemented them with Canadian collaborations that have been really well received
[like] Beaver Canoe. I truly believe we are a
diferentiated alternative that didnt previously exist in the Canadian marketplace.
MARKETINGMAG.CA
GOOD MONTH
BMO selects Young & Rubicam
as its lead agency following a
review. Cossette had previously
held the account for more than
12 years.
BAD MONTH
A highly subjective review of the month that was for the marketing and advertising industry.
TWITTER debuts on the New
York Stock Exchange and opens
at $45.10 a share, 73% above its
initial ofering price, valuing the
company at about $31 billion.
THE NHL inks a threeyear multi-million dollar

sponsorship deal with LOral
Paris Men Expert, the brands
rst foray into sports marketing.
YELLOW MEDIA begins to cut

300 jobs, representing about
10% of its workforce as it tries
to transform itself for the digital
marketplace.
SEARS CANADA lays of nearly

800 employees and vacates
some of its most prized real
estate. Making matters worse,
Canada Goose sues the retailer
for copyright infringement.
QUEBECS KRISPY KERNELS

faces criticism of racism for
bringing a native logo back after
retiring it during the Oka crisis
more than 20 years ago.
CONSUMER
INSIGHT:
What Canadians
are telling Target
PROBLEM #4 Canadians like the

home goods and apparel at Target but
havent taken to food and drugs as part
of a one-stop experience
Entering the Canadian market, we see a
propensity to shop more often [and at] more
retail shops. We understand the task at hand
and it really is about helping our Canadian
guests understand what we ofer. We are
looking to hero those categories a little bit
more in some of our marketing and our messaging. Not all Canadian guests know us
that well yet.
MARKETINGMAG.CA
PROBLEM #5
on prices
Managing expectations
Brand consultancy Level5 Strategy

Group recently put its proprietary
BrandMap measurement tool
for consumer sentiment to work
and found just 24% of Canadians
consider Target better than other
retailers, a drop from its score of
57% just six months earlier. Level5
CEO David Kincaid said the reading
indicated it was a long shot for
Target to make up that ground over
the crucial holiday season.
The rms key conclusion:
Consumers have been widely quoted on their

concerns that another thing missing from
Canadian stores is U.S.-style low prices.
Zuferli didnt speak to this but Target Canada president Tony Fisher took pains again in
the recent quarter to explain Targets strategy
is about competitive pricing based on competition in Canada. You want U.S. prices?
Shop in the U.S.
A TOUGH LESSON: Targets disastrous

market entry ofers retailers a
valuable lesson about how to
operate within the Canadian space.
The brands eforts to Canadianize
fell at. Consumers turn away
when U.S. brands hit the Canadian
marketplace and work harder to
match Canadian culture than brand
legacy. Canadian avour can be an
addition to a retailers core value
proposition, not a substitute.
LEVEL5S ADVICE TO TARGET: Dont be
Canadian, be you.
DECEMBER 23, 2013 9
BRAND doctor
FILTER
PATIENT:
ROGERS COMMUNICATIONS
REASON FOR TODAYS VISIT:
Rogers is making a trip to our

clinic for a second opinion on
what to look for as it conducts its
agency review, which starts just
before the arrival of new CEO Guy
Laurence. Laurence is known as
a change agent, with a focus on
customer experience. For all the
excitement over a huge broadcast
deal with the NHL for Rogers, the
bigger questions are related to how
Rogers can raise its game with
cable and wireless subscribers.
Lets hear from our panel of
Brand Doctors:
Geoff
Roche
Former ad man,
co-founder of WearToday
+ Poolhouse
DIAGNOSIS: Bell is vanilla. Rogers
is vanilla with a few sprinkles. Their
campaigns reect that. There is
nothing in them that comes close to
reecting todays consumeryou
only notice the spots because they
beat you to death with them. And
all the rest of the sponsorship,
PR and social media feels equally
out-of-touch.
PRESCRIPTION: Guy Laurence. This
Guy sounds like he gets it big
time. A passionate, change agent
type who will ip things on their
ear with the company, people and
communications. But hed better
not over-promise to consumers
until he has the employees on
board. Convince them, then the
consumer. And the brief has to
come from Laurence. Our best
stuf was always with leaders who
understood that the work was only
ever as good as the client.
10 DECEMBER 23, 2013
Michael
Murray
Alan
Middleton
Executive director, Schulich

Executive Education Centre;
assistant prof. of Marketing, Schulich
School of Business at York University
DIAGNOSIS: In the
past decade, Rogers
more product-oriented
approach used humour
to serve them well
versus the Telus animals
and Bells drama
in a logo. However,
Rogers own CMO
captured the challenge
when explaining what
keeps him up at night:
The outside market
moving faster than my
inside organization.
Competition is better
today. Business
customers and
consumers are more
demanding, especially
the younger ones. The
Rogers approach looks
in need of refreshing.
PRESCRIPTION: Build
more meaningful
emotional brand
diferentiation for
Rogers and shift
away from products
as a point of
diference. Build into
the product-based
approach a greater
brand emotion of
leadership and
support and caring
for the customer.
Customer service is
a problem for Rogers
and all the Big Three.
Focus on an improved
customer experience
rst; avoid customer
service as a singular
focus as it would not
be believed.
David
Soberman
Canadian National Chair

in Strategic Marketing;
Professor, Rotman School
of Management at the
University of Toronto
Partner & chief creative

ofcer, Blammo Worldwide
DIAGNOSIS: Their brand vision
is not clearly articulated in their
advertising. And Rogers has no
unifying idea. It made $818 million
on $3.2 billion in sales last quarter,
but thats misleading in terms
of brand health. Canadians are
frustrated by the customer service
and Rogers.com is unusable. But
should they care, given they are
guaranteed a third of the market?
One day that will change.
PRESCRIPTION: Rogers should
ask their new agency a simple
question: If Rogers had to survive
in a truly competitive environment,
what should they do? They need
a business-changing idea that
makes them genuinely consumerfocused, open and accountable.
And they should execute it with
bravery and vision.
DIAGNOSIS: Rogers
advertising strategy focuses
on whats currently available
at Rogers outlets (network
coverage, speed, pricing
packages or new devices). Its
neither distinctive nor durable
over an extended period (a
good deal today may be a bad
deal tomorrow), so there is no
common theme resonating
other than an irritating
musical signature and the
logo. The public feels ripped
of by telecommunications
companies generally.
PRESCRIPTION: The
winning agency cannot win
without a commitment from
Rogers to change the way
it operates. The objective
for Rogers is to identify a
brand proposition that is
both distinctive and can
be appealing on a longterm basis, not changing
every two weeks. Is it
possible to treat customers
differently, especially after
the contract is signed? The
promise is only as good as
the delivery of the promise.
MARKETINGMAG.CA
By the numBers
76%
of CEOs say customer
intimacy is their
principal value
discipline, compared to
three years ago. Other
value drivers, such as
operational excellence,
barely changed.
60%
of companies use
smart products like
cloud-based apps and
embedded customer
apps that link to social
networks to connect
with customers, which is
expected to rise to 75%
over the next three years.
Tech icons like Facebook COO Sheryl Sandberg (pictured) spoke at this years Dreamforce conference in San Francisco
POWER SHIFT
Salesforce extravaganza tackles the challenges brands face today
in an economy where technology has nally made the customer king
BY RUSS MARTIN
ust before the start of Dreamforce, Salesforces annual customer conference, the
crm giant hung a sign over the entrance
of the moscone center in San Francisco.
It read: The Internet of customers.
A play on the internet of thingsthe buzz term of the
moment for web-connect objectsthe tagline set the
tone for the conference, which in 2013 was largely about
the way technology is creating a new consumer-driven
climate in the business world.
Taking its own customer company ideology to heart,
Dreamforce rolled out the red carpet for the 130,000
marketers and technologistsmostly current Salesforce
customerswho showed up for the massive November
event. On the heels of Salesforces rst billion-dollar
quarter, the event showcased the type of big-tent conference piles of cash can produce, from keynotes by Facebook cOO Sheryl Sandberg and Yahoo ceO marissa
mayer to a Green Day / blondie double bill, a private
Jerry Seinfeld standup set for VIP customers and a front
row dotted by celebrities like Sean Penn and supermodel
Petra Nemcova.
With ceO marc beniof, who speaks about marketing and cloud computing with the conviction of
an evangelical preacher, as ringmaster, Dreamforce is
branded content come to life: a guide to not only the
product, but also the quickly changing marketing and
technology industries its customers are navigating.
And the chief concern across both industries,
according to beniof and his selection of high-prole
MarketingMag.ca
speakers, is the new, revamped focus on the customer,

something The Economist calls the customer-led economy. (being branded content, the solution at most
sessions was, of course, one of Salesforces suite of
customer relations tools.)
Speaking at the conference, Jeff Pundyk, vicepresident of thought leadership at the economist
Group, explained that this potentially disruptive shift
has placed the power in the hands of consumers rather
than companies.
The adoption of smartphones has led the change,
said Peter Schwartz, senior vice-president of strategic planning at Salesforce, meaning consumers can
now look up products while shopping, interact with
brands in real-time and make better, more informed
purchase decisions.
At the same time, smartphones and social media
have increased consumers expectations for highly
personalized experiences, precipitating the need for
one-to-one marketing.
New research by the economist Group backs up
the theory, showing 93% of chief marketing ofcers
are rethinking the way their companies connect with
consumers in light of recent changes. (See by the numbers, at right.)
The good news for marketers? Thats more than any
other type of c-suite executive, including chief executive ofcers (65%) and chief operations ofcers (87%),
showing the industry is ready to make the customer the
centre of its world.
82%
of respondents in the
automotive industry say
they have invested in
technology to become a
more customer-centric
company, more than
any other industry,
including travel
and tourism (54%),
telecommunications
(78%) and technology
(69%).
36%
of respondents in the
travel industry plan to
invest in technology to
connect to consumers
in the next three years,
more than any other
industry.
54%
of senior executives see
mobile apps as key to
improving customer
connections, though
only 26% of these
executives have actually
implemented mobile
apps at their companies.
60%
of respondents currently
use a website to connect
to customers, the most
popular tactic, followed
by customer satisfaction
surveys (35%) and
new, more tech-driven
channels like social
media (24%) and mobile
apps (32%).
December 23, 2013 11
Filter
On where the beaver in rOOts
lOgO came FrOm:
Deep Roots
Roots Canada is
celebrating a big
anniversary this year with
a book called Roots: 40
Years of Style that came
out in November.
In the lead-up to the books launch,
Marketings Alicia Androich spoke with
co-founder michael budman about roots
choice to stay planted inand strongly
representcanada after all these years.
here are his thOughts
When Don [Green, co-founder] and I started

the project, we were very fortunate to meet
Heather cooper and robert burns. They were
married and had a great company called burns
and cooper, and we went to them. Don and I
came up with the idea of the main roots, but
they came up with the beaver. They had a big
inuence on the initial advertising and graphic
design.
On rOOts manuFacturing practices:

We always believed in manufacturing here;
we didnt succumb really to the going ofshore
[idea]... Were not interested in disposable. I
despise disposable fashion and everything it
represents on many levels. We have to manufacture part of our goods ofshore, but Im not
saying theres anything wrong with that. First
of all, theres no longer facilities in canada
right now that can make a lot of things.
On gauging which ideas Fit the brand:

Its usually mostly based on gut feeling.
I believe in research and I love research,

but when you hire an advertising agency,
the rst thing they say is, Okay, lets spend
$100,000 on focus groups. I dont believe in
focus groups. I believe in your own gut feeling and getting out and learning whats in the
market, and not paying some geniuses to go
get people. You do focus groups when youre
lost, when you dont have your own identity.
On having celebrities suppOrt the brand:

I think its critical. A lot of people think that
I am a star chaser. my dad was in the home
improvement business. One [note he left me]
said, michael, dont ever have an opening
unless you have a celebrity there. You know,
99% of the people in our book never have been
paid a dime by roots.
On rOOts Online custOmizatiOn OFFering:

Its in the future for us. Were dabbling in it
now, and right now we do about 100 custom
bags a week. customization and direct to the
public is what I like... this is directly from our
factory right to your door.
Congratulations on your retirement, Sunni.

Might we suggest a gardening workshop?
After an illustrious career spanning more than
four decades, youre fnally taking an extended vacation.
Its been a privilege working with you, Sunni.
We only wish it had been longer.
homedepot.ca
Comparing
apples to apples
Mobile is transforming how
consumers shop for their groceries.
In response, Loblaw, Sobeys
and Metro have all launched
new apps since September.
Marketings Kristin Laird
provides a breakdown of how
they diferentiate for shoppers.
PC Plus by Loblaw Companies Limited

Description: Get ofers
on the food you love and
the products you like to
buy. When you use these
ofers at participating
stores, you earn points.
Shopping list: PC
Plus remembers which
items the user buys
on a regular basis
and organizes recipe
ingredients.
Rewards: The app

brings the benets of
being a PC Points loyalty
member to the shoppers
smartphone, making it
easy for them to earn
points, keep track of
their balance and also
redeem them.
Bonus: Recipes and
product selections are
tailored to include items
the shopper frequently
purchases, whats on sale
and highlights ofers.
My Metro by Metro Inc.

Description: Grocery
shopping made easy
with your grocery list at
your ngertips.
Shopping list: Users
can create lists directly
from Metros yer, add
items manually or pick
from a selection of
popular items.
Rewards: Adding a
loyalty card number to
the application allows
users to access more
personalized coupons.
Bonus: My Metro
provides new recipe
ideas every day based
on yer rebates.
Sobeys by Sobeys Inc.

Description: With
hundreds of easy-toprepare recipes, new
ingredients to discover
and instant access to
the weekly yer, the
app makes it easy for
Canadians to shop fresh,
tasty and seasonal food
while saving time
and money.
Shopping list:
Consumers
can add recipe
ingredients
or products
MARKETINGMAG.CA
featured in the
weekly yer.
Rewards: Incorporates
the grocers Club Sobeys
rewards program in
Ontario and the western
provinces.
Bonus: Search
functionality makes it
easy to nd cooking
directions and
nutritional information.
DECEMBER 23, 2013 13
Marketing: Out Of Office
Filter
Best
of
show
Courtney Morales, Shaw Media and

Lucy Emanuele, TC Media.
Saatchi & Saatchis Brian Sheppard, Shauna Roe and Rachel Kennedy.
2013 Media
innovation awards
Agency59s Akyio Hattori (left) and Brian
Howlett (right) with Krista Orendorf from
the Heart and Stroke Foundation.
Mark Mason, co-creative director of Lowe

Roche celebrates along with Beth MacKinnon,
the agencys production Director after
winning gold for client Fuzz Wax Bar.
14 December 23, 2013
Samantha Kelley, Touch!PHD and Frdrick

Lecoq, FGL Sports won for Your Better Starts
Here in Ambient/Place-Based Media.
the unexplainable, says roe, 22. At its core,

we realized that Tourette Syndrome causes
people to lose control of the things they say
and do, ultimately afecting their reputation.
The next thing we asked ourselves was, Where
and when are people in control of their reputation? The obvious answer was social media.
Surrender Your Say actually began as
Surrender Your Status on Facebook, but the
more we developed the idea, we found that
Twitter was the best place to mimic tics and
the randomness of Tourette Syndrome, adds
Kennedy, 24.
The pair were there along with their proud
creative director brian Sheppard to receive
the best of Show honour along with two category golds.
Smart City Project for smart Canada (Mercedes

Benz) won two golds, accepted by (l to r) smart
cars Nicole Israng and OMDs Jammie Ogle and
Alexis Eathorne.
Pam Lau
Brock Leeson and Sheri Metcalfe pick up

Jungle Medias golden M for the BC
Honda Dealers.
arely one year after being

promoted from interns to
full-time stafers, Saatchi &
Saatchis young creative duo
of copywriter Shauna roe
and art director rachel Kennedy already have
one of canadas most prestigious industry
awards show honours on their cVs. The team
was responsible for Surrender Your Say for
Tourette Syndrome Foundation of canada,
which won best of Show at the 2013 media
Innovation Awards, handed out Nov. 7 at the
Westin Harbour castle in Toronto. Surrender
Your Say saw people give up control their
Twitter stream for a day so that random tics
and outburts would show up as tweets without any warning. The brief was to explain
MarketingMag.ca
Fabi Letarte,
Radio-Canada
with Mindshares
Quinn Allan.
The team from Grip made four trips to the stage for The Movie Out Here
for Kokanee. Accepting one of the trophies was (back) David Chiavegato
and Rich Pryce-Jones with (front) Lynn Summers and Eric Vieira.
Sean Smith, Rogers; Natalie Riznek, Metro and Tim Harris, Starcom
enjoying the after party.
UP NEXT
2014 Marketing Awards
McDonalds director of national marketing

Hope Bagozzi and 2013 MIAs co-chair with OMD
president and 2012 MIAs co-chair Cathy Collier.
Nancy Vonk and Luc Du Sault have signed

up to serve as co-chairs for the 2014 Marketing
Awards and will announce their jury before the
end of the year. The call for entries will go out
early in January and agencies and advertisers
will have until mid-February to complete their
submissions. After being introduced in 2013, the
Design categories will be back and new for 2014
will be a series of PR categories introduced in
recognition of the growing role that PR, social
and earned media play in modern marketing
strategy and creativity.
PREPARE
YOURSELF
FOR THE
FUTURE.
FFWD: Advertising and Marketing Week, formerly
known as AdWeek, is a week lled with glimpses into
the future of communications. Join us as we celebrate
ideas, innovation, and creativity with international keynote
speakers, awards, panel presentations, social hubs,
Next Generation events for students, and Ad Ball.
After this week, youll be better prepared for whats next.
For ticket purchases and to sponsor:

www.advertisingweek.ca
January 27th - 31st
advertising & marketing week 2014
#FFWD2014 @adweekcdn
golden anniversary
Filter
BBDOs Nancy Crimi-Lamanna and Deborah Prenger won
Best of Show Digital for Social Farter for Ministry of
Health and Long-Term Care.
Cundaris Brian Murray with the Best of Show SFX/Compositing trophy for
BMWs Bullet spot.
BBDO also won Best of Show TV for FedEx Canadas

Gimmicks. There to accept was BBDO senior copywriter
Sean Atkinson.
The Bessies
Turn 50
Celebrating the best in TV
in a golden fashion
JWTs Brent Choi helps judging chair

Helen Pak, formerly of Saatchi & Saatchi,
with her golden jacket.
MarketingMag.ca
Doug Linton holding his Spiess Award,

given to an individual who has furthered
the excellence of TV advertising in Canada.
Innoceans copywriter Kelly Uman, with

Jack Neary.
Sons and Daughters director David Hicks

(left) with Dan Ford, Sons and Daughters
executive producer and recipient of the
Janet Woods Award, honouing a producer
who exemplies a unique blend of creative
soul, enthusiasm, stimulating inuence
and leadership.
Photos by sadesh singh and Pam Lau
Jef MacEachern, creative director of

Taxi 2 with Industry Films director
Eric Yealland.
For the golden anniversary of The Bessies,

the Television Bureau of Canada came
up with a suitably golden award. For
one year only, the winners received very
special golden jackets to mark their
accomplishment. BBDO enjoyed a strong
night, winning Best of Show TV for the
FedEx spot Gimmicks and Best of Show
Digital for the Ontario Ministry of Health
and Long-term Cares Social Farter. The
latter also won a gold for Digital Single and
was one of the three spots that comprised
the gold winner in Digital Campaign.
INNOV
& TECHNAOTLIOON
IN ADVERTIS GY
ING
THE WORK:
HYUNDAI THE WALKING DEAD CHOP SHOP

Ever watched AMCs hit
show The Walking Dead
and daydreamed about
how youd survive the zombie apocalypse? Would you
hide out or hit the road?
And if its the latter, how
how would you trick out
your vehicle to enhance
your chances? As the third
season of TWD launched
this fall, those whod
prefer to put their fate in a
vehicular survival strategy were able to create the
ultimate zombie survival
machine with The Walking Dead Chop Shop, from
Hyundai. The site lets
users afx more than 200
undead-destroying tools
from razor wire to hoodmounted assault riesto
a Sante Fe vehicle.
MARKETINGMAG.CA
BY RAE ANN FERA
THE BRIEF:
PIMPING THE RIDE:
THE CARNAGE:
The idea for the Walking

Dead Chop Shop came
from previous work that
Innocean USA had done
for the show. Last year, the
agency partnered with Robert
Kirkmancreator of the
comic book from which the
series spawnedon building
a Zombie Survival Machine
(ZSM) that was introduced
at San Diego Comic-Con.
To understand what fans
really thought of the ZSM,
Innocean digital producer
Ashley Hadzopoulos says the
agency went on fan forums
and asked the fans directly.
Their response? They could
design and build a better ZSM
vehicle that would actually
be able to survive a zombie
apocalypse. So our team came
together and started to design
an app that would allow fans
to do just that.
Since fans of the TWD

universe are rabid, it was
important everything was
authentic, right down to the
design, placement and use of
the deadly chop shop parts.
To build the app, Innocean
partnered with Skybound,
publishers of the TWD comic
books, and illustrator Daniel
Lim. The app uses a Unity
Real Time 3D engine (which
served as a single code base
for all platforms) to display
high quality graphics, and
allows users to congure a
car in real time, then spin it
around and zoom in. There
are almost 900 diferent parts
for fans to choose from when
building their own ZSM, and
each part has a funny story
about its origins and utility,
says Hadzopoulos. Users can
zoom in really close and get all
the gritty detail of each part.
Hadzopoulos says the Chop

Shop has been very popular.
As of mid-October, the
app has been downloaded
more than 180,000 times
and completed vehicles
can be viewed online at
WalkingDeadChopshop.com.
There, vehicles are given a
survivability rating based
on defense, ofense, speed
and stealth. Of the created
vehicles, one was crowned
the winner at New York
Comic-Con in October. The
Santa Fleeeee created by
user Anson K. received a 91%
survivability rating, likely
based on the fact that its
kitted out with razor wire,
a machine gun, a samurai
sword, and no fewer that
seven types of knives.
inDusTrY
CHirP
TweeTed insighTs, ranTs and

surrealism from Canadas media
and ad peeps
Being luxuriOus Online
David Jones
From Fifth Avenue to Africa, retailers are seeking to digitally

recreate the high-end shopping experience
VP, social media at

Critical Mass
By Mark TungaTe
@DoctorJones
Protip: As an ad agency guy I
can tell our mayor that hookers &
blow are usually expensed under
the column marked supplies &
incidentals.
rainn Wilson
Actor and writer
@rainnwilson
.@lululemon Do you have a man
yoga pant appropriate for my
sequoia thighs and watermelon
buttocks?
ryan laFlamme
Community manager for
isobar Toronto
@ryanlaf
Ill never understand
holiday parties scheduled on
THURSDAYS.
emily salsbury
Consultant with the school
of retailing at university
of Alberta
@emilysalsbury
How can I support local retailers
who dont research their markets
or understand retail prior to
opening up shop?
Misty Harris
senior writer with
Postmedia news
@popcultini
Really, AFA? Not saying
Christmas enough means a
retailer is AGAINST it? I dont
use the word panties but doesnt
mean I dont wear them.
Jay rosen
Professor of journalism at
new York university
@jayrosen_nyu
If youre not paying for the
product then you are the
product at rst I thought it was
clever. Now I think its true.
n the face of it, the digital and luxury worlds have little in common.
Luxury brands generally add
value through sensuality, heritage,
aspiration and esthetics. Google,
Facebook and Twitter all have their uses, but beautiful they aint.
Having said that, the qualities used to promote
luxury goods are often implied rather than explicit
and theres nothing less tangible than cyberspace.
besides, luxury goods companies no longer
have a choice: they need to appeal to a new generation of tech-savvy consumers. So luxury has gone
digital. When Hudsons bay co. acquired Saks Fifth
Avenue this summer, analysts pointed to the upscale
genic vendors. No glittering glass cases. No one to

sit you down and bring you a cup of espresso while
their colleague fans out a tactile range of wallets.
I put the question to the founder of KOKOstores.
com, Africas premier luxury online fashion and
beauty retailer. The site had caught my eye because
the luxury industry sees Africa as the next emerging
market, particularly fast-growing countries like
Ghana, Nigeria, cte dIvoire and Sierra Leone.
KOKOs discreet founder, Abbey Ojoyewho is
based between London and Nigeriatold me: Of
course we understand the allure of traditional luxury
stores. creating that experience online involves
understanding the importance of the feel of a
physical store.
When youre shopping in a perfumed marble palace peopled

by ethereal black-clad assistants, springing several hundred
dollars on a bag somehow makes more sense
retailers success in the e-commerce sector. Since
then, its luxury discount chain, Saks Of 5th, has
also debuted online.
meanwhile, the departure of burberry ceO
Angela Ahrendts for Appleto run its online and
physical retail spacessuggests that technology
brands crave the lifestyle magic associated with
high-end fashion labels.
Part of that spell, as Ahrendts knows, is woven
in the store itself. When youre shopping in a perfumed marble palace peopled by ethereal black-clad
assistants, springing several hundred dollars on a
bag somehow makes more sense. Flagship luxury
stores are retail theme parks, designed to pleasure
you into parting with your cash.
So how do you recreate that experience in the
neutral online space? No discreet scent. No photo-
Ojoye says his team pays great attention to colour

schemes, text, fonts and graphicsas well as tools
like slide shows and the ability to zoom in on images.
We have a team of designers who create pages that
are easy to navigate and updated daily. Our customers also appreciate the fact that the sign up, login
and checkout process are seamless.
Packaging and after-sales service are equally
important. Natalie massanet, founder of pioneering
online fashion retailer Net-a-Porter, once told me
she wanted her packages to be so beautiful that her
customers would weep with happiness when they
received one. And if they werent overjoyed by its
contents, Net-a-Porter would come and pick up the
item at no extra cost.
Ojoye takes a similar approach. We refer to our
customers as KOKOnistas and we treat them like
geof Teehan
Designer. Co-founder of
Teehan+lax
@gt
Turtlenecks are more festive
than Christmas sweaters.
There, I said it.
MarketingMag.ca
2014
EvEnts calEndar
Marketing is proud to bring an outstanding

number of industry professionals together with
their peers, prospects and potential partners
through a series of prominent awards galas and
an extensive list of educational conferences.
Event dates and locations to be announced
shortly on our marketing events calendar:
www.marketingmag.ca/events
JANUARY
Marketing Awards:
Call for Entries Opens!
Best of 2013 Cocktail Party (Jan. 29)
FEBRUARY
Audience Measurement Conference
MARCH
Multicultural Marketing Conference
Data Driven Marketing Conference
APRIL
Social Media Marketing Conference
kings and queens. That means phone calls to update them on new
arrivals, invites to special events, a bespoke service, meetings with
personal stylists and even payment on delivery for some customers.
Customer service executives call each customer personally
to conrm details of their order before its shipped: not only to
avoid fraudulent use of their accounts, but also to give our service
a human touch.
Of course, in the online space, you can build up detailed proles
of individual customers and their preferences. and luxury shoppers like nothing better than to feel as though they are members
of an elite club. In terms of marketing the site, Ojoye says social
media like Facebook and Twitter are vital, along with old-fashioned
word-of-mouth. africas growth and in particular the emergence
of a middle class has resulted in a surge in the use of mobile phones
with internet access, he points out.
above all, hes well aware that the idea of luxury is reinforced
by a whole host of media outside the retail environment. KOKOstores is just one aspect of the KOKO brand: we also have KOKO Life
magazine and from January KOKO TV, the rst dedicated fashion
TV channel in africa, which will promote the whole KOKO lifestyle.
He maintains that luxury online customers in africa are no different to those in other parts of the world. They want to be sure
that the price is comparable internationally. They want a brand
they can trust. and they want to be certain that quality is never,
ever compromised.
Mark Tungate is based in Paris. His column from the capital of fashion
and luxury appears regularly.
MarketingMag.ca
MAY
Mobile Day
(Brought to you by Marketing and the CMA)
2014 Marketing Awards Gala (May 29)

SEPTEMBER
Content Marketing Conference
OCTOBER
Programmatic Trading Conference
Digital Day Conference
(Brought to you by Marketing and the CMA)
NOVEMBER
2014 Media Innovation Awards
To learn more about our events, please contact

Kellie Smith, GM, Conferences & Events
kellie.smith@rci.rogers.com or 416 764 1390
To discuss sponsorship opportunities, please contact
Carol Leighton, Sales Manager
carol.leighton@marketingmag.rogers.com or 416 764 1455
Sunni Boot,
youre a legend
and your bangles
are legendary.
Thank you for helping shape the Media Industry.
Congratulations on a well deserved retirement.
shawmedia.ca
HERES
TO
SUNNI
DAYS
A tiny giant
of Canadian
media exits the
stage, but leaves
behind her an
indelible and
colourful mark
on the industry
By Chris Powell
MIKE FORD
he Canadian media industry is

about to become considerably less
colourful, with Sunni Boot stepping down as CEO of ZenithOptimedia
Canada at the end of the year.
Her departure brings an end to a
singular four-decade career that saw
Boot become one of the best-known and
most-respected executives in Canadian
marketing and advertising.
She leaves with her reputation
as a true original intact. A passionate advocate for the media planning
and buying function, she is known
as much for her well-articulated
and extensively quotedopinions
on everything from measurement to
media consolidation as she is for her
flamboyant fashion sense.
Shes had a hand in some

of the biggest deals in
Canadian media history.
Shes reached out
to millions of people
through thousands of
advertising properties.
Shes touched the lives
of countless colleagues,
clients and friends.
And now, after more than
four decades, its time we
all gave her a hand.
Congratulations, Sunni,
from all your friends at
ZenithOptimedia.
boot will be forever remembered as a one-of, cutting Sunni played a very major part and has continued
a strikingand colourfulgure with her brightly col- to do that over many years. Dow recalls that when
oured jackets and matching stockings, wrists adorned he created Initiative media as a standalone media
with bracelets.
agency in 1990, boot was one of the rst to call and
There are some things that are pure Sunnilike congratulate him. She established Optimedia canada
the bangles on her wrist, says Fred Forster, ceO of shortly afterwards.
Omnicom media Group canada. You knew when she
maxus canada president Ann Stewart agreed that
came into a room because she had so many bracelets boot was instrumental in paving the way for media agenthat would jangle.
cies to lead discussions with clients. As much as Stewart
boot seems genuinely puzzled that her fashion respects her professional contributions, she also envies
style is worthy of note. She cant even pinpoint when how boot lived her personal life with such zeal. She has
exactly it became one of her hallmarks. my personal taught us well, says Stewart.
style? Oh my goodness, I dont know, she says. I guess
boot departs ZenithOptimedia as one of a handful of
I like coloured stockings and I like a lot of silver. Im canadian media executives to achieve recognition not
a treat going through airports with all that stuf, let only in her native country, but also throughout North
me tell you.
America and abroad.
It could be seen as the logical extension of boots
long-held belief that humanity and
ShE haS lEft a considerable mark on the media
humour play a key role in business, but
industry, both in canada and internationally says The
Quote
she says there was never a conscious
Globe and mail publisher and ceO Phillip crawley.
unQuote
efort to cultivate a certain image and
everybody in our industry knows
she acts shocked that anyone would
Sunni, and she enjoys wide respect
suggest she is known throughout the
in all the diferent communities she
industry for her one-of-a-kind fashion Everybody in
touches, he says. When Sunni calls,
style.
you take the call and you respect why
the industry
I dont really think of itIve never
shes calling. Shes a gure everybody
knows Sunni,
consciously thought of anything in
looks up to and respects.
she enjoys wide
terms of personal style, personal look,
Her reputation was achieved, say
respect in all
personal anything, she says. Youre
colleagues, through her continued
speaking to a woman who half the time
willingness to speak her mind, as well
the diferent
forgets to put on lipstick. Im not overly
as her tireless work on behalf of global
communities
fashion-conscious. I like fashion, but
clients and her extensive board work
she touches
it wouldnt be a priority for me. Im
with North American organizations
shocked that youre even saying this.
like the Alliance for Audited media
Phillip Crawley, publisher
Im thinking really?
(AAm) and its forerunner, the Audit
and CEO, The Globe and Mail
The 1998 recipient of the Associabureau of circulations.
tion of canadian Advertisers (AcA)
crawley describes her as a very
prestigious Gold medal Award
important leader in the canadian
awarded to those individuals who have made an out- media industry, singling out her work in achieving
standing contribution to the advancement of marketing industry consensus in the politically fraught transition
communications in canadaboot will be remembered of Abc into the AAm.
as a transformative force in canadian media.
The board of AAm is [comprised of ] about 40
She is among the last of a generation of canadian people from all over North America, with very difermedia leaders, along with the likes of OmDs Ann boden, ent backgrounds and perspectives, so to help get that
m2 Universals Hugh Dow and mecs bruce Gron- through was quite an achievement, says crawley.
dinall now retiredwho helped transform media
Ive seen her operate both in canada and on the
from a back-room function into a key component of larger stage in the U.S., and I like her feisty spirit, he
modern-day marketing.
says. Shes got a good strong sense of humour, which
betting her status as one of canadas most accom- you need to do a job like that. You need to be able to roll
plished and respected media executives, colleagues and with the punches and smile about it.
competitors from all sectors of the industry were efusive
Her career began typing insertion orders at ronin their praise.
alds-reynolds sometime in the late 1960s (boot is
She was always a very staunch supporter of media notoriously cagey about disclosing details that can
as a business, distinct from a service function in a help pinpoint how old she is. I dont do my age,
full-service agency, says Dow, now retired for three she says).
years (I highly recommend it, he jokes) and spending
It was meant to be nothing more than a summer
his time between Toronto and Niagara-on-the-Lake. job for the only child of russian Holocaust survivors,
It was an exciting time for the media business, and but when her dad was diagnosed with a serious illness
MarketingMag.ca
Name: Sunni Boot

age: I dont do my age.
Role: Outgoing CEO,
ZenithOptimedia
Canada
Why leave NoW:
There
comes a time when
you say Am I really
adding value? and if
Im not, get somebody
who does. I never
want to be the one
where people say
Man, she stayed
around too long. That
would not be good.
Its like the song
says, Youve got to
know when to fold
em. Theres a time
for everything, and
for me it was time to
move on.
PRoudest
caReeR momeNt:
I would say when we
formed Optimedia
as a standalone
[media agency]
and then became
ZenithOptimedia.
It really made us
a viable business.
Eighty million dollars
worth of business
followed usit was
unheard of that a
media company
would get that much
business. We have
grown from next to
nothing to one of the
top three companies
in the country.
We have had an
incredible run. The
best growth is organic
growth, and our
clients have rewarded
us with more business
by their success. As
they grow, we grow.
Weve had our share
of fantastic wins. We
served the best global
and domestic brands
in the business.
Biggest
disaPPoiNtmeNt:
Any piece of
business I dont win
is a disappointment.
Disappointments are
always the business
I didnt get or the
colleague I wanted to
hire and didnt get or
somebody I loved who
left. Those are all true
disappointments.
MyIndustry.
Sunni Boot,youll always be ourstar.

Thank you for your long and tremendous support.You are truly a shining
example of the best the industry has to offer.
Best wishes from your friends at the Toronto Star.
she put of going to school full-time and started working at the

Penny Stevens, president of the canadian media Direcagency, attending school at night.
tors council (cmDc) as well as ZenithOptimedia rival media
She went by her given name of Sonja when she rst started experts, calls boot an indomitable spirit who is both a erce
at ronalds-reynolds, but took the name Sunnia nickname competitor and a tireless defender and builder of the canadian
media business.
bestowed on her by a then-boyfriendafter
encountering someone at the ofce with the
The board of the cmDc is in her debt for being a ferocious
Quote
unQuote
same name.
advocate of all things media, said Stevens. She was never withI went all through high school never meeting
out opinion or a principle that would steer the
another Sonja, and I get to work at ronalds-reyconversation to a positive result. She is one of
nolds and the woman at the next desk is a Sonja, Shes been one of
those individuals that reminds us it is necessays boot. It was cute at 17its not so cute now.
sary to take a stand, have a voice and make a
the pillars of the contribution.
Dow rst encountered boot in 1968, and their
media business
professional careers would intersect innumerOmnicoms Forster says he really only got
able times over the ensuing four decades
to know boot in the past decade, following his
for decades
whether going head-to-head on new business
appointment to a senior executive role within
Hugh Dow, former
pitches (I knew it was going to be a formidable
Omnicom. The two frequently worked alongmedia buyer legend
challenge any time I went up against Sunni, he
side each other on industry conferences and
says) or working alongside each other on various
through industry bodies such as the cmDc.
industry organizations.
Shes always been very gracious, very open
Shes been one of the pillars of the media business for dec- and a good friend and erce competitor, said Forster. Shes done
ades, says Dow. Ive always had the utmost respect for her a great job at running her shop and taking care of her clients.
passion for the business and her total commitment. She was Shes a real pro, and has always been someone who has always
one of the few people who realized that total involvement in all been very good to work with on industry events and committees.
boot has always appeared indefatigable, staying on long after
facets of the industry was critical to really understanding how
her former colleagues have retired. Some speculate that the
the business worked.
From typing her frst newspaper insertion orders to leading one of

Canadas top advertising agencies, Sunni Boot has brought passion,
integrity, diligence and style to the media industry.
On behalf of the Alliance for Audited Media and our board of directors,
we thank you, Sunni, for your years of service as AAM chairwoman
and your countless contributions.
We are honoured to have worked with one of the best in the business.
Sunni Boot
CEO
ZenithOptimedia Canada Inc.
auditedmedia.ca
recent loss of longtime ZenithOptimedia client LOral canada,

which awarded its business to Groupm after 15 years, may have
hastened her departure or sapped some of her will to compete
in what can be an unforgiving business.
Losing a piece of business that youve committed to and provided total involvement with is extraordinarily difcult, says
Dow, himself no stranger to major account losses. Although you
try not to take it personally, you do. Im sure the loss of LOral
hurt her enormously.
I know the loss of LOral was not something she took lightly,
adds Forster. It wasnt just that she worked on the account for a
long time, but that she was personally invested in that business,
and had been for a long time.
boot, though, is adamant that the LOral loss did not factor
into her decision. It absolutely did not, she says emphatically.
In fact, it probably kept me on a little bit longer
because we didnt want it tied to that.
Quote
unQuote
People will say Dont take [account losses] personally and I say Dont be ridiculous, its a personal business, she
adds. but I want to make it very
She is one
clear that this is absolutely not
of those
tied to LOral. At all.
individuals that
And LOral clearly felt
strongly about boot. Sunnis
reminds us it
passion and dedication to the
is necessary to
North American media industake a stand,
try has been a real inspiration,
have a voice
says marie Jose Lamothe,
cmO of LOral canada. She
and make a
and her team have much to be
contribution
proud of in both creating and
building a dynamic canadian
Penny Stevens, president
of the Canadian Media
media landscape over the past
Directors Council and
few decades.
Media Experts
In fact, boot began drafting
her exit strategy about 15 months
ago, realizing that it was time for
another lens to view the ZenithOptimedia business. She departs,
she says, feeling condent that the agency she has nurtured and
grown over the past three decades is in good hands.
I just felt that somebody else should be looking at it, says boot.
Weve got such a solid business that I think the next 10 years are
going to be even better.
boot says that incoming ceO Frank Friedman will be able to
draw from a strong senior leadership team that includes Zenith
media president Julie myers, ZenithOptimedia executive vicepresident Judy Davey, Performics president Veronica Holmes
and monique brosseau, eVP and general manager of the agencys
montreal operation.
And she admits she was no longer willing to make the enormous
time commitments required to adequately ll a role such as hers.
Its a 24/7, 52-week-a-year job, says boot. I want to do a bit
of travelling, and you cant lead from behind. I cant take of for
six weeks because Id be tied to my blackberry. If there was an
opportunity, Id want to come in; if there was an issue Id want to
come in. The time was right personally and professionally for me
to do other things.
MarketingMag.ca
Fashionista. Power walker. Friend. Sunni Boot,

the industry wont be the same without you.
Congratulations on over 40 years in media.
Sunni,
we salute your beautiful
and successful career.
Jessica Chastain
for Manifesto by Yves Saint-Laurent
Sunni moments
Boot shares some of her own highlights from a celebrated career as a pioneer in Canadian media
In the early 70s Boot was

involved in childrens programming and helped bring the
Smurfs to Canada. It changed
the dynamics of the childrens
television landscape, she says.
She launched Optimedia in
Canada in 1990, the rst ofce
in North America for the brand.
It was just the third media
agency to spin out from the
creative agency and it was still
momentous to disengage in that
way, says Boot.
Publicis took over Optimedia
in 1998, adding $80 million in
business to Publicis cofers. It
was truly monumental because
that level of account movement
to a media agency had not happened before, says Boot.
That year, Boot was also

awarded the ACA Gold Medal.
It was a true honour as it is
awarded by my clients, she says.
For LOral, Boot cites
ZenithOptimedias handling
of the Canadian launch of
International Womens Day,
Canadian Idol and Project Runway as All rsts for Canada.
It was the thrill of the chase
to get the latter one ahead of
the competitionit was a hot
property. We worked so closely
with LOral brand and PRit
was an excellent 360 from on
air to online to in-store.
Boot also points to the

people she hired and held
onto as key accomplishments
in their own right. When we
moved to Publicis, we had 23
people and a number of key
people followed us: Florence
Ng, Debbie King. We were
then successful in bringing
on Julie Myers, Monique
Brosseau to run our Montreal

office which was followed by
hiring Veronica Holmes to
head our digital division and
launch Performics in Canada,
and the latest, Judy Davey,
from Molson when Florence
retired. We boast the strongest and most stable management team in the business.
For Kia, the integration program with CBCs The Tournament in 2005 and 2006 stands
out. She credits Maria Soklis
for getting that one started.
We really got behind that as an
agency and were recognized by
Jack Myers for that oneI love
it, she says.
Boot had some

fun with her
ACA Gold Medal,
awarded in 1998
Were honoured to have been

a part of your journey.
MARKETINGMAG.CA
Sponsored Supplement
BUILDING BRAND LOYALTY BEYOND

THIS HOLIDAY SEASON
by Stephane Latreille, Vice President, Retail and CPG, Canada, Aimia
The on-going digitization of everyday life is providing the

world of marketing with numerous emerging opportunities
to interact with customers in a timely and intimate way.
The loyalty industry has always been at the forefront of both
understanding customer behaviour and using this insight
to deepen relationships for the long term benet of both
companies and their customers. The potential to use new
sources of data to understand customers with greater
depth and new communication channels to reward their
behaviours more rapidly bodes well for all. But as with every
era of technological development, there is a danger that
the industry gets carried away with whats possible at the
expense of whats really wanted by consumers.
As a result of these two axes of uncertainty, four interesting

and equally possible future directions for our industry can
be assessed:
As many brands across Canada expand and enrich their

loyalty offerings and marketing to support sales this holiday
season, it is a perfect time to reect on customer needs and
wants and the importance of putting them before digital
marketing capabilities and short term sales goals, both now
and in the future.
With digital advancements developing almost daily, we may
soon have the ability to send messages to consumers at
any time, wherever they are. Its already starting to happen.
However, there is currently a potentially dangerous assumption
in the market place that consumers are both willing and able
to be in receipt of an endless stream of targeted messages
wherever and whenever they may be, whatever they may
be doing.
However relevant a message may be, there will clearly be times,
places and occasions where consumers will prefer not to receive
it. The key challenge for marketers is to embrace the digital
transition while showing enough restraint to avoid killing this
new goose that lays the golden eggs.
THE FOUR SCENARIOS

In an offer anarchy future the increasing volume of customer
data remains freely available and only loosely controlled and
consequently the opportunities presented by always on
customers tend to be over-exploited by vendors leading to
frustrated, over-messaged consumers.
The key principles of loyalty; trust, personalisation, reciprocity

and a longer term perspective have never been more important.
In a pay to play future, we envision a market where data is

increasingly acknowledged to be both valuable and powerful
and consequently, it begins to be controlled and traded as a
valuable commodity requiring business to pay for access.
To enable us to understand how the future of loyalty

management could evolve based on this new reality, Aimia, a
global leader in loyalty management, has undertaken a detailed
scenario planning exercise to assess the key uncertainties
and possible outcomes, and has distilled them into two key
axes of uncertainty that will shape the future. The rst axis of
uncertainty is the degree to which data is brought under
control by companies and/or individuals.
The hunt for afnity future could evolve towards an

environment where consumers and brands realize that
despite a huge background of data driven, and only partially
relevant communications and offers, it is possible to search
out meaningful relationships that offer more relevance,
value and afnity.
Currently, discussion around Big Data tends to focus on what

companies can do with it all, but as this new data rich, data
driven world emerges, there are unanswered questions. Who
will get access to what data, how will legislation evolve, will the
value of data become more explicit and the degree to which
consumers will be able to take ownership of their own data?
The second axis of uncertainty is the degree to which brand
relationships will either shrink or deepen as a result of more
plentiful data and opportunities to nudge customers.
Early signs suggest that these new sources of data and
channels create the potential for ever more bombarding
of consumers with short term messages, potentially driving
consumers to drift towards more deal based behaviours
and weaker brand relationships.
2013 Aimia Inc. All Rights Reserved.
Of all four scenarios, real relationships is the marketing

future that we should all strive to build. In this scenario,
winning companies build deep trusting long-term relationships
with customers, who in turn share their precious data to deepen
the relationship yet further. It becomes a truly virtuous circle
of partnership to help consumers manage a complex
environment, and achieve value and satisfaction from
their commercial relationships.
If the industry gets this right, the new possibilities to better
understand consumers by connecting the dots of the various
types of data that are now available about them, and the
exciting new capabilities of mobile and social interactions
should provide marketers with not just new channels, but
a signicantly expanded opportunity to build relationships,
engagement, and long term loyalty for many holidays seasons
to come.
CHAIN
REACTION
It may start with the greeter at your store or go further
down the supply chain, but the relationship customers
have with your business is all connected.
Aimia provides strategic employee engagement and
customer loyalty solutions that help you to deliver
on your brand promise.
aimia.com
2013 Aimia Inc. All Rights Reserved.
34
MarketingMag.ca
in
LoyaLty
Gamication and big data are transforming the decades-old

strategies of customer loyalty programs. We explore the
strategies for success
By Sarah Barmak
iLLuStration By Pete ryan
ou have to get to the movies really

early to beat Danielle Restivo to a
seat. She and her husband arrive
at their local Cineplex well before
the movie trailers start running,
which gives her plenty of time to
compete against other moviegoers
in TimePlay, an app-based mobile lm trivia game. Restivo
battles to get to the top of the on-screen leaderboard in
the game, which is ofered in 20 select Toronto and Vancouver theatres. At stake? Its only 50 Scene points and
a free drink or something, but I just feel like Im getting
something right away.
For years, Restivo, who recently relocated from Toronto
to the U.K. and manages corporate communications for
LinkedIn, had little time for customer loyalty schemes.
Whenever friends of hers talked about their Air Miles,
Aeroplan or Shoppers Drug Mart Optimum cards she shook
her head because she felt it took too long to win anything.
That was before they talked the movie buf into joining
Cineplexs Scene program. Scene members rack up points
toward free movies, as well as a 10% discount on concession snacks every time they go. She was sold on the value
of getting smaller, but more frequent rewards than a larger,
more distant payof like a ight.
Restivo now describes herself as a Scene addictand
shes far from the only one. One in seven Canadians carries a
Scene card, which is an astounding penetration considering
the program is a relative latecomer. It was introduced in 2007
to a population that is one of the most loyalty-card saturated
on the planet. Scene, a joint venture between Cineplex and
Scotiabank, revolves around a single, special activitygoing
to the movies, something that was supposed to have been a
dying pastime. (Scotiabank customers can link their Scene
cards to a Scene ScotiaCard for extra points.)
One of the keys to Scenes success is fullling members
desire to feel like theyre winning a game. The program has
been incorporating gamication, behaviour-modifying
techniques borrowed from videogaming, into more of its
initiatives. Scene became the rst Canadian loyalty program
to win a Colloquy Loyalty Award for Innovation in Loyalty

Marketing for its SCENEtourage initiative, which lets
moviegoers earn more points if they see movies in a group.
Found at the intersection between behavioural science and technology, gamication is the harnessing of
peoples inborn competitive drives to boost engagement
with a brand. In practical terms, that can mean something
as simple as rewarding consumers who answer a survey
about their buying habits with a coupon. Its evangelists
say the techniques of gaming can be used to tweak consumer behaviour at all levels, allowing the gathering of
more accurate demographic information and enhancing
the buying experience overall.
The most successful loyalty programs use gamication
in some form, says David Klein, Aeroplans vice-president
of marketing and innovation. Gaming is about people setting goals and solving things and achieving their goals and
being very active when they play that game. Ultimately,
thats the goal of loyalty.
Whether its a prize or something more subjectivean
inner glow from scoring an extra point or two more than
someone else, maybegamication has become a key part of
the loyalty toolkit. In just a few short years, it has gone from
techy buzzword to an essential part of marketing. Although
gaming structures have long been used in consumer contests like McDonalds recurring Monopoly promotion and
Tim Hortons Roll Up The Rim contest, the boom in digital
technology has made it easier and more intuitive to gamify
diferent kinds of marketing methods almost overnight.
In particular, smartphone growth has allowed brands to
incorporate gaming elements directly into shopping and
points-tracking apps, says Emmie Fukuchi, who runs digital
strategy for the Air Miles Reward Program as associate
vice-president of digital and new media with marketing
rm LoyaltyOne. And gamication is rapidly transforming
both long-established loyalty programs such as Air Miles
and newer ones such as the Scene program.
Marketing took an in-depth look at the diferent avours
of loyalty in Canada, and how the shift toward gamication
has helped and changed each of these programs for good.
Strategy 1 Design a real game

Cineplexs TimePlay app is a great example of a straightforward
way of introducing game theory into a brand interaction, and thats
building an actual game. In the minutes before movie previews
begin, audience members use the app to play a movie trivia game.
The app asks them to check into their specic theatre so they play
against other moviegoers in the same room, in real-time. That gives
the game a sense of immediacy and personalizes the experience.
Building a traditional game into a brands smartphone app is
an obvious draw, but marketers should use caution here. Many of
the apps with the highest download numbers are games such as
Candy Crush, so adding games to shopping apps would seem to
be a good way to boost download numbers. In-app games sound
interactive and fun, and often get the attention of the client.
They also go wrong just as often, says Sep Seyedi, CEO of Plastic
Mobile, an agency that handles app development for the likes of air
Miles and rogers. When they were tasked by Pizza Pizza to build the
rst complete food-ordering app in Canada in 2010, they researched
what their competitors were up toand knew what not to do.
Its very important to have this game layer t closely with
what the business is, says Seyedi. He gives the example of one app
ofered by a multinational pizza chain a few years ago. They had
thrown in a car game that was accessible from somewhere in the
menu. you could drive a car and avoid hitting pizzas. Thats where
it shows a bit of a disconnect. It might be a great game, but [the
restaurant] is not known for delivering games, but for their food.
Because Cineplex customers are already at the theatre to see a
movie, answering lm trivia questions is an organic game extension of their experience.
Strategy 2 Build a practical app with
a challenging twist
For most companies seeking greater customer engagement, an inapp Bejeweled knockof game is not going to appear convincingly
integral to their brand or product. For air Miles, the most intuitive
way to gamify their mobile experience was to give members what
they expect from the appa way to check their points balanceand
then layer on an extra incentive to return to the app again and again.
Before they partnered with Plastic Mobile, air Miles had a
functional appit helped members track their pointswith a very
high number of downloads, says Seyedi. But the loyalty program
was looking for a way to further increase user engagement.
Taking a page from Foursquares playbook, Plastic developed
a new location-based version of the air Miles app in 2012 that
redesigned the user experience from the ground up. Just like the
earlier version of the app, customers could still check their points
balance and look up retailers where they could earn more. But
now they could also play a game called the Check-In Challenge. If
members physically visited stores where they could earn points,
they could check in to those places using the app. There were
approximately 10,000 locations included in the app.
The game was competitive: at the end of the month, the 50 air
Miles members with the most check-ins would have their points
for the month doubled.
Immediately, there was an incentive to check in, says Seyedi.
There was a surge of check-ins that happened. There was also
an instant transactional lift of 5% to 20%, says Fukuchi. The air
Miles app has now been downloaded more than one million times,
and users have logged 13 million check-ins.
CONGRATULATIONS
to Sunni Boot on an extraordinary career.
We salute your tireless commitment, uncompromising standards,
and dedicated leadership. Your inspiration moves us forward.
May your personal time be as rewarding to you as your professional
contribution has been to us. Best wishes.
A key reason that the gaming element was such an efective

incentive to users was that it integrated intuitively with what
they would be doing anyway. The activities of checking in and
shopping were designed to feed into one another, explains Seyedi.
In order to check in, it was location-based, so you had to be at
the current store, he says. And since users were already there, they
made purchases. Theyre at the metro, so they might as well shop.
Finally, the prize of double points was an incentive to get as
many Air miles through the month as possible, just in case. If
youre not shopping, then youre doubling nothing, says Seyedi.
It tied in well to how their business worked.
Strategy 3 Go social
out and get a larger payof laterand develop that tendency long
before they reach shopping age. consider the famous marshmallow tests performed in the 60s and 70s at Stanford University.
researchers would place a marshmallow in front of a child and
tell her that she could eat it right awayor, if she waited for 15
minutes, she could eat two later. The kids who waited successfully
(about 30%) ended up doing better at school and getting higher
SAT scores later in life.
There are many kinds of customer and many ways to use a
reward structure to draw them in. The secret is in knowing their
buying habits as well as you can, with a high degree of what analyst
jargon terms granularity.
For Aeroplan, taking inspiration from a social websites user the next wave of loyalty
engagement strategy also made sense, but in a diferent way. The rajat Paharia, the founder of tech innovators bunchball and author
collector program introduced a gaming element this year for the of Loyalty 3.0: How to Revolutionize Customer and Employee
rst time in a bid to increase members engagement with more Engagement with Big Data and Gamication, argues in his new
of their participating retailers in their coalition.
book that the more companies pay attention to and analyze the
In a promotion called Star challenge,
torrent of information on demographics and
users collected stars by visiting new coalition
preferences being produced every day
PeoPle need buying
partners, and a certain number of stars could
by customers, the stronger they can make the
be exchanged for Aeroplan miles. This year,
bond between buyer and brand.
to at leaSt
participants on Facebook could also earn stars
Were all walking data generators, says
by watching promotional videos and answering feel theyre Paharia. every time I post an article, I share, I
questions about them.
buy, I rate a movieall those things can be congetting
sidered the raw material and can be used in these
Not only did 2013 see a 30% increase in the
average number of partners visited during the
next-generation loyalty programs.
a reward
promotional period, but Aeroplan found that
While traditional loyalty programs can
Sometime
members who earned stars through Facebook
incorporate gaming elements, Paharia argues
were more engaged in the promotion as a whole
that most of themAir miles and Aeroplan
in their
than non-Facebook users, talking about it and
includedarent realizing the concept of loyalty
spreading the word as they registered.
to its full potential. He says rewards-centred
lifetime
close to 10% of members who registered for
programs still keep the focus on the prizes,
Danielle Restivo rather than on building any afnity for the brand
the promotion registered on Facebook, says
Klein. Not only were they registering, but they
itself. most loyalty programs are mercenary, he
were engaging in it by talking about it on social media. The number says, complex discounting schemes. members only stay members
of coalition members Facebook users interacted with was higher as long as theyre getting a good deal, not because of any true loyalty
than the number for non-Facebook users, and they did better to the brand itself. That means theyre susceptible to getting stolen
overall in the game.
by rival loyalty programs.
but according to LoyaltyOnes Fukuchi, miles programs really
do
build traditional brand loyalty. Various studies performed by
Strategy 4 Integrate with
LoyaltyOne over the years have shown that after the deal is over
consumers other shopping habits
and the transaction with a loyalty brand nishes, a halo efect
To design a loyalty program that actually keeps customers loyal, remains around that brand. consumers who have shopped there
marketers should nd out as much as possible about an audience to earn points exhibit an increased spend there after the promoand know what their motivational trigger points are. do they want tion ends, she says.
rewards? An enhanced shopping experience? do they like the
Paharia believes that loyalty as a concept will change. It will
feeling of winning a game more than they care about the reward? become more widespread through every company, not just tradmany, like lm fan restivo, dont want to wait longpeople itional points programs. He believes every brand in the future will
need to at least feel theyre getting a reward sometime in their likely have some loyalty or gaming component as data becomes
lifetime, she saysand value the prize more than playing the a more powerful tool.
game. most loyalty cards would love to have members as devoted
more information is likely a good thing for regular loyalty cards
as she is, but its not easy. What restivos addiction demonstrates to gather, too.
is that its important to know your customer.
I think that loyalty programs should start to personalize things
For other kinds of customers, such as the most dedicated, active a little more, says restivo. For example, if you have a passionShoppers Optimum cardholders, a longer wait before getting a ate shopper who buys so much makeup, maybe they get certain
bigger reward may be exactly what keeps them coming back. For rewards based on the fact that they only buy that.
them, its more about the challenge of piling up the points and
Programs are moving in that direction. And if restivo hadnt
getting a big payof than getting regular, smaller rewards.
found her ideal loyalty program based on what shes passionate
Psychologists have known for decades that some people inher- aboutgoing to the moviesshed likely still be telling her friends
ently prefer immediate, small rewards and others prefer to wait it that their loyalty cards were a big waste of time.
MarketingMag.ca
december 23, 2013 37
With sincere appreciation and
CONGRATULATIONS
on a tremendous career
Quebecor Media would
like to honour Sunni Boot
in recognition for her
commitment and devotion
to the media industry.
Sunni will be long
remembered as this
industrys longest serving
and most determined
figurehead.
Best wishes to
Sunni on her future
endeavours and
journeys.
Quebecor Media is the right choice for all of your integrated advertising needs.
| newspapers | digital | mobile | broadcast | magazines | publishing |out-of-home |
WRITTEN BY: Alicia Androich, David Brown, Caroline Fortin, Rebecca Harris, Kristin Laird, Jeromy Lloyd, Russ Martin, Chris Powell
MARKETERS
AGENCIES
MEDIA PLAYERS
SAAQ / VISA / WALK OFF THE EARTH / WALMART CANADA

HUDSONS BAY COMPANY / ROCKY MOUNTAINEER
HEART & STROKE FOUNDATION / LABATT / CANADIAN
TIRE CORPORATION / STANFIELD'S
ANOMALY / NORTH
STRATEGIC / JAM3 / LG2
OMD / JOHN ST. / GRIP LTD.
SID LEE / ZAK / CUNDARI
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MARKeteRS / SAAQ / VISA / WALK OFF tHe eARtH / WALMARt CAnAdA

HUdSOnS BAY COMpAnY / ROCKY MOUntAIneeR / HeARt & StROKe
FOUndAtIOn / LABAtt / CAnAdIAn tIRe CORpORAtIOn / StAnFIeLd'S
SAAQ
MARKeteR
a pSA neednt Be BORInG OR BRUtAL
Long associated with brutal campaigns, the Socit de lassurance

automobile du Qubec (SAAQ) shifted its creative approach after an
agency change in 2012. Because we are a crown corporation that aims to
modify driving habits, we tend to be conservative, says Patrice Letendre,
strategic adviser at SAAQ. But we really got out of our comfort zone when
we started to work with lg2. We used to show the dramatic consequences
of speed, alcohol, tiredness or texting while driving. They convinced us to
catch attention diferently. The result is less gore but just as memorable.
Its Dont text and drive campaign, for example, showed how foolish
it is to text while driving by showing people behaving similarly throughout
history: a man in a cart writing with a feather, another in an old car using a
telegraph, a woman from the 60s driving while typing. Just before the image
shifted to present days, showing a young man texting behind the wheels, a
voiceover says: We didnt use to write messages while driving. There must
have been a good reason. The campaign was recognized with two golds
at the 2013 Marketing Awards.
MarketingMag.ca
In Cannes, SAAQ and lg2 won a Bronze Lion with simple, but efective
print executions showing torsos and security belts. The individuals date
of birth and death are written on their shirts, with the death date obscured
by the belt. Another TV spot, Anthem of shame, got a bronze Clio and a
Grand Prize at the Cras. It shows people blowing into a breathalyser, to
produce the sombre tune of the Funeral March of Queen Mary. Letendre
says that in the last year, SAAQ beat all governmental agencies on awards
and nominations. We stopped counting at 40.
Last Fall, the corporation got international coverage with another
unusual campaign, which brought ghosts into CGEPs. In the bathrooms,
3D screens were installed behind one-way mirrors. When a presence
was detected, the mirror would show a video of the ghosts of young
people who died in car accidents, explaining what happened. Le Point
and other French media talked about it. And the SAAQ was invited to
present its 2012-2013 advertising strategy at a European conference to
be held in January 2014. The people in charge told us our campaigns
drew attention in several EU countries. C.F.
VISA
MARkETER
GIVE ThEM CREDIT fOR BEING SOCIABlE AND
ThINkING BIG ABOUT SMAll PURChASES
Visa canada generated a lot of interest this yearand not just of the
monthly bill variety. The payment solutions company sparked intrigue
and conversation by putting social media at the core of its campaigns.
We had great strides in digital in the previous year, but 2013 was the
year our social eforts really made a big contribution to our campaigns,
says brenda Woods, head of marketing at Visa canada.
In early May, Visa launched a week-long teaser campaign centred on
a made-up word: smallenfreuden, meaning the joy of small. created
by bbdO and Proximity, the campaign was ultimately designed to get
people to use their Visa cards for small, everyday purchases. but to begin
with, billboards asked do you #smallenfreuden? with no mention of
Visa. An unbranded YouTube video received 400,000 views in the rst
week. A smallenfreuden Twitter account playfully asked followers how
they smallenfreuden and who they smallenfreuden with.
On May 10, the brand revealed itself on Twitter, in the press and
through a TV spot that aired during the Stanley cup playofs. On Facebook,
Visa promoted The Visa Ultimate NHL experience contest, which gave
away trips to the NHL Winter classic and the NHL Stanley cup nal.
People were intrigued and it got people talking about Visa in a way
that I dont think we had seen before, says Woods. We had content that
people wanted to share and wanted to talk about. A lot of that was because
we used social media as a really important element of the campaign.
According to Visa, the company increased its claimed share of payments
by 30% during the campaign period. Visa didnt just come in and say we
want to do something social, says Peter Ignazi, senior vice-president and
executive creative director at bbdO. They said we have a real business
objective and we think social can be efective in achieving [that].
Visa also generated buzz with its Visa Innite initiatives, which focus on
showing the great benets customers get with a Visa Innite. Its red carpet
experience at TIFF ofered Visa Innite cardholders the chance to walk
the red carpet for the premiere of The Love Punch. And in November, Visa
brought Lady Gaga to Toronto for a private Q&A. Visa Innite cardholders
had to enter to win one of 200 tickets. Along with Visas marketing team and
new agency (bbdO picked up the business in late 2012), Woods gives credit
to the companys management team. Theyve been supportive in everything
weve done and thats allowed us to try some new and brave things. r.H.
WAlk Off ThE EARTh
MARkETER
ART + INTERNET = COMMERCE
When Walk Of The earth posted a cover of Gotyes Somebody I Used

To Know to YouTube in early 2012 the band was $60,000 in debt. Today
the burlington, Ont.-based band has a record deal with columbia records
and this year it inked a series of lucrative brand partnerships with the
likes of Pringles, Volkswagen canada and ING (now Tangerine) that
propelled it well out of the red. Walk Of The earth is managed like a
company, says band member ryan marshall, noting it cuts brand deals
to expose its music to new fans. And as a company, WOTe proved it was
smartely attuned to building its brand in unconventional ways.
As a YouTube cover sensation that also writes its own material and
shares the love with brands, Walk Off The earth sits at the happy
intersection between art, the internet and commerce. Acting almost
like a publisher, the band feeds its fans on social (100,000 on Twitter,
800,000 on Facebook) with a constant stream of fresh, funny musical
content, most of which lives on YouTube. The bands TV-style characters
even earned it an open invite to YouTubes makers Studio. It hasnt
accepted (yet, anyway) but continued its love afair with YouTube by
creating a live music video at the YouTube awards this year alongside
Lady Gaga and eminem.
Leveraging its 1.5 million YouTube subscribers, Walk Of The earth
featured Pringles tubes as a converted drum set in the video for its original
song, reVO in Paris this July. Though it has long way to go to match
the 150+ million views for the Gotye cover it has already earned a very
42 december 23, 2013
respectable half a million YouTube spins. This fall WOTe also made
three interactive videos inspired by three Volkswagen beetles in its
biggest brand deal yet.
In May the band shot a video cover of madonnas 1984 hit material
Girl as part of the Tangerine canadian Superstar Saver Search
campaign. marshall says the multi-point partnership, which tasked the
band with judging contest entries, is the type the Walk Of The earth is
after, noting it led to a gig playing Tangerines re-branding party alongside
the rapper macklemore. r.m.
MarketingMag.ca
Walmart
marKeter
Winning the retail dog fight & liVing Better
Though Target may have grabbed most of the retail-related headlines this
year after nally arriving in canada, Walmart maintained a competitive
edge with a wide range of marketing initiatives.
In print, in store, through mobile and online, Walmart engaged with
its customers in meaningful ways and continued to focus on its everyday
low-price positioning and building its reputation as the one-stop shop in
what many predicted to be the year of the red-and-white dog.
According to a Forum research study conducted in August, 40% of
customers said they were very satised with their shopping experience
at Walmart, which tied it with Hudsons bay for second place behind
costco. Target, which ofcially opened doors in canada in April, was
last with 27% satisfaction.
In April the big box discount retailer launched Live Better, a free 100page glossy magazine that has proven to be a valuable marketing and sales
tool. Walmart has seen an average in-store sales lift of 30% on products
featured in the magazine within four weeks of distribution. Live Better also
has a companion website, a newsletter and tablet edition. The magazine
recently took home six Pearl Awards from the custom content council,
including the best in Show honour. Walmart is increasing its frequency
in 2014 from six to nine issues and upping its circulation to 1.2 million
(French and english). Weve had tremendous uptake from an advertising
sales perspective so that opens up lots of possibilities for us to expand the
program, says Toni Fanson, senior director of marketing at Walmart canada.
In a bid to reach on-the-go consumers in the downtown core during

the holiday season last year, Walmart and mattel opened a virtual toy store
on walls in Torontos nancial district. commuters were able to scan Qr
codes to purchase popular mattel items from their smartphones and
have them shipped for free. It was so successful, Walmart expanded the
program in 2013 to include montreal and Vancouver. It gives customers
the opportunity to engage with us and gives them a great experience
linking to the Walmart.ca website, says Zach James, vice-president
of category marketing and store experience.

Walmart is partnering with canadian daytime talk show The
Social for a 52-week sponsorship, which will include monthly in-show
segments along with seasonal integrations. The demographic is spot
on for us because its primarily women and moms but also we know you
get a much better impressions and awareness when you integrate into
TV program rather than having a brand sell spot, says Fanson. K.L.
13-KCN-139
With their commitment

to saving Canadians money
so they can live better,
its easy to see why
is on top!
Congratulations Walmart
on being named one of the
Top 10 Marketers of 2013
from your friends at
HUDSONS BAY COmPANY

mARKETER
HUDSONS BAY TAKES ITS BRAND UPSCALE

As competition within the luxury retail market in Canada heats up, Hudsons
Bay is not sitting on the sidelines. It has been bolstering its eforts to attract
well-heeled shoppers through strategic partnerships, branding eforts and
an increased focus on social media. Though the countrys oldest retailer
has spent the last few years dusting of its brand, in 2013 it continued to
generate momentum in new and exciting ways, including a blockbuster
deal to buy Saks Fifth Avenue for $2.4 billion.
In the summer the retailer launched an online series on B-Insider.com
that documented four twenty-something men as they embarked on a 49-city
tour in a branded RV. Decked out in items from Hudsons Bay signature
Stripes Collection, the men participated in an array of outdoor activities.
The objective of the series, titled Project Adventure was twofold: engage
millennials in social media and remind customers of the retailers roots
and history. And it delivered. Over the course of the series, unique visits
on B-insider increased by 400% and #ProjectAdventure generated more
than 15 million Twitter impressions . It was a great way for us to literally
y the signature striped ag all across the country and get some great
exposure, says Patrick Dickinson, senior vice-president, core marketing
and brand strategy North America at Hudsons Bay.
In keeping with the retailers move upmarket, it introduced a
contemporary, streamlined word mark that appears across in-store, online,
marketing and media materials, replacing the large, stylized B. We wanted
to make sure that people understood we were communicating the new,
refreshed and renovated brand, says Dickinson. And after a competitive
audit and consumer research, the retailer revamped its loyalty program
earlier this year. Hudsons Bay Rewards is an easy-to-follow, three-tiered
programRewards, Rewards Plus and VIPthat enables shoppers to earn
more points faster. The more shoppers spend, the higher they move in the
tier system and the more points they earn per spend.
In what was viewed as a response to Nordstrom Rack and Holt Renfrews
HR2 model, Hudsons Bay opened a 25,000 sq. foot outlet store in the new
Premium Outlet mall outside of Toronto. The store ofers mid-tier brands
such as Calvin Klein, Guess and DKNY, among others, as well as selected
items from The Room, HBCs high-end boutique. As part of its strategy
to become a house of brands, and keeping in line with its emphasis on
high-end labels, Hudsons Bay announced a partnership with famed luxury
bridal banner Kleinfeld. Next year Hudsons Bay will open a 20,000-square
foot bridal boutique within its Toronto agship location selling designer
gowns that range from $1,200 to $30,000. K.L.
stripes well
earned
Co n g r at u l at i o n s
o n
b eing
one
of
the
f r om
to p
your
C h ief
1 0
a dven turers
M a rketers
frien ds
at
o f
th e
Y e a r.
Rocky mountaineeR
maRketeR
a little luxuRy tRain company that could
Silence can speak volumes. Case in point: a recent Rocky Mountaineer

TV spot in which a series of the Canadian train companys riders are
asked to describe the experience. Each rider (theyre real customers,
not actors) is at a loss for words. Complemented by shots of gorgeous
scenery, perfectly presented food and cheerful staf, its a stellar
example of show, dont tell storytelling.
Its also the kind of ad that gets people to shell out big bucks for a train
trip. Rather than cave in to todays travel industry trend of discounting,
Rocky Mountaineer made the bold move to maintain its position as a
luxury experiencea strategy that has paid of.
Canada is struggling to attract international touristsarrivals are
down 18% in the last 10 years. Add the fact that the Canadian Tourism
Commission has had its budget cut by roughly half in the last three years
and Vancouver-based Rocky Mountaineer had to up its marketing game.
The company reached an extra 60 million U.S. consumers by increasing
its penetration into new markets, including Ohio, New York and Arizona.
When we look at trying to market Canada as a whole, we have to stand on
our own two feet a lot of times because we aggressively go after the U.S.
market, says Hubert Wat, vice-president of global marketing. Australia,
MarketingMag.ca
the U.K. and Canada are Rocky Mountaineers other biggest markets. It
enjoyed a record-breaking year of revenue growth in those markets: +35%
in the US, +20% from Australia and the U.K. and +10% from Canada.
Competing against tour operators and the plump national tourism
budgets of other countries from around the world, Rocky Mountaineer was
armed with a comparatively small marketing budget. Rocky Mountaineer
is working with a budget thats single digits in terms of the millions. Still,
the privately owned company ran roughly 1,350 ads globally last year, and
did the lions share of its marketing work in-house with a team of eight.
Promoting premium train journeys that cost an average of $1,000
per day during a time when travel operators are touting all-inclusive twoweek trips that include tours and travel for $1,200 is difcult, but Rocky
Mountaineer excelled at the challenge. Rather than join the discount
trend, it boldly pushed its top-of-the-line GoldLeaf service. We make
no apology for the fact that our product is premium-priced, says Wat.
Instead, Rocky Mountaineer educated and created awareness around
the brands superior service, impeccable food and remarkable scenery,
through things like in-market consumer shows that let potential guests
get a taste of a day in the life of a Rocky Mountaineer traveller through
presentations by train managers. A.A.
CHEERS ON MAKING THE TOP 10!
your brew buds since 93
HEART & STROKE FOUNDATION
MARKETER
ITS NOT JUST SUPER IMPORTANT,
ITS SO EASY, EVEN A ZOMBIE CAN DO IT
Trying to encourage people to take responsibility for their own health

and well-being is no easy task, says Geof Craig, chief marketing and
communications ofcer at Heart and Stroke Foundation Canada. So the
national charity launched eye-opening and thought-provoking campaigns
that were embraced by the public and awards committees and a zombie
or two always helps.
Tapping into the zombie craze, Heart and Stroke introduced a CPR
awareness campaign that included a three-minute video (viewed over
one million times) from Agency59 set in a post-apocalyptic wasteland.
Zombies perform CPR to save the life of a woman terried into cardiac
arrestthough she ends up zombied in the end. The efort culminated in
a series of training events including an attempt to set a Guinness World
Record for mass CPR and AED training. Heart and Stroke trained over
5,000 people during a Halloween-themed event at Canadas Wonderland
amusement park, breaking the Canadian and U.S. record. The efort took
home three Media Innovation Awards including a gold in the branded
content category.
Building on the success of the 2011 Make Death Wait campaign, the
Foundation launched Make Health Lastan integrated campaign from
Lowe Roche urging at-risk Canadians to make lifestyle changes. The crux
of the campaign was a dedicated website where Canadians could conduct
a personalized risk assessment. Nearly one million people have taken
the test, says Craig. The companion site won a Silver Lion in the Design
competition at the 2013 Cannes Lions International Festival of Creativity.
Heart and Stroke Foundation launched a version of the mainstream
Make Health Last campaign aimed at South Asians, specically those
between 40 and 55. The efort, created by Toronto-based Monsoon
Communications marked the rst time the national charity targeted
the South Asian community. The creative highlighted the fact that South
Asians are three to ve times more likely to sufer from heart disease and
stroke than other visible minorities or Caucasians. K.L.
MARKETINGMAG.CA
LABATT BREWERIES
MARKETER
MAKING MOVIES ON LOCATION OUT HERE
Labatt Breweries of Canada charted new territory this year with programs
for its Budweiser and Kokanee brands that went beyond traditional beer
advertising to engage consumers in fun, creative and inventive ways.
With its ercest competitor Molson now holding the ofcial NHL
rights, Labatt went looking for ways to connect with hockey-loving beer
drinkers. Budweiser Red Lightsa wi enabled replica hockey goal
light available at Budweiser.ca for $149rmly attached the Bud brand
to the most important moment of any game: when the users favourite
team scored. Talk about thinking outside the bottle.
Too often marketers think of innovation only as a new liquid or a new
way to unscrew a bottle cap, says Kyle Norrington, marketing director
for Budweiser in Toronto. And I think the Budweiser Red Light is a great
example of us thinking about innovative ways to connect to our customers.
Labatt introduced Budweiser Red Lights with a 60-second
television commercial that aired during the Super Bowl. A 30-second
version also ran. The campaign generated 80 million media impressions
and achieved 57% ad awareness. Budweiser experienced a record quarter
in brand consideration and weekly consumption increased by 17% in
February/March versus the year before. The idea was extended to Calgary
later in the year, when fans at a Flames game got special Budweiser Red
Light hats to light up when the home team scored.
For its Kokanee brand, Labatt took branded entertainment to the next
level with the beer labels crazy cast of familiar characters in a feature
movie. Labatt called on consumers to submit ideas for props and bar
locations to appear in what eventually became a 90-minute ick called
The Movie Out Here. It wont win Oscars, but it won fan approval and lots
of advertising awards. In Vancouver The Movie Out Here ranked 4th out
of 12 movies on opening weekend, surpassing Oscar contenders Lincoln
and Les Misrables.
Brand health scores surpassed target by 21%. Fan acquisition and
fan engagement metrics exceeded expectations by 152% and 3,163%,
respectively. During the week of release, the movies IMDB rank was in
the top 1% of more than 1.8 million titles on the site. K.L.
Congrats on being named one of Canadas Top 10 Marketers.

Break out the tux.
Canadian tire CorPoration

marKeter
teSted for life in 2013 and ready for it
Canadian Tire Corporation made big investments across its retail banners
this year, forging strategic partnerships with the countrys top sports
organizations, emphasizing digital technology in-store and online, and
demonstrating to consumers its dedication to quality products.
Canadian Tire Corporation entered an eight-year sponsorship
agreement with the Canadian Olympic Committee and partnerships
with six other leading amateur sport groups, including Hockey Canada.
The Toronto-based company also inked deals with Senators Sports &
Entertainment in Ottawa and Maple Leaf Sports and Entertainment in
Toronto that move beyond rink boards and names on a building, says Duncan
Fulton, chief marketing ofcer for Canadian Tires FGL Sports division.
The deals provide Canadian Tire and its umbrella brands with clothing
sponsorships, branded experiences and cross-promotional opportunities.
Canadian Tire enlisted the help of its customers to test a selection
of products including tents, windshield wipers and a battery-operated
chainsaw. Poorly ranking items were pulled from the shelf and the
highest rated products featured in television commercials from Taxi
using the Tested for Life in Canada tagline. Meanwhile, Marks
embarked on a repositioning efort after extensive consumer surveys
suggested the retailers eforts would be better focused on growing its
urban customer base, and specically 35- to 50-year-old males. Marks
introduced the new brand position and tagline, Ready for this with
television and transit ads from Sid Lee.

Signaling its commitment to technology, Canadian Tire recently moved
a team of ve employees into Communitechan innovation lab in Waterloo,
Ont. funded partially by the Ontario governmentto experiment with
new digital experiences for both its online properties and retail locations.
Another move into digital: a new interactive online catalogue called The
Canadian Way to better showcase Canadian Tire products. The online
hub, developed by Tribal DDB, is divided into is four sections: living, xing,
playing and driving and links back to the Canadian Tire website. K.L.
StanfieldS
marKeter
StanfieldS revealed itSelf by

dominating digital
Stanelds has some balls. The Nova Scotia-based underwear company
shifted its media budget to digital a couple of years ago and has gone from
success to success ever since.
In 2010 and 2011, it was the Guy at Home in his Underwear campaign
that featured testicular cancer survivor Mark McIntyre being live
streamed living his life for 25 days.
But in 2013, Stanelds kept that success coming with more digitally
focused campaigns that prove it has mastered the art of earning huge
online followings and media coverage with stunts that use relatable
Canadian men (specically ones in their underwear).
Launched in November, The Gitchhiker campaign by creative agency
John St. saw McIntyre trek across Canada in nothing but his skivvies,
raising awareness and money for the Canadian Cancer Society. The
companys president, Jon Staneld, calls it quintessentially Canadian
and really quintessentially Stanelds because of the quirky nature of
the campaign and extreme weather conditions McIntyre endured. And
none of our competition can say Heres a guy walking across Canada in
his Canadian-made underwear, says Staneld. The campaign garnered a
lot of unpaid PR play, but paid of on the bottom line, too. As the campaign
hit full stride, Staneld says the sales on the companys e-commerce
platform were lifted about three times.
Gitchhiker was great but Staneld says the company also wanted
something longer lasting. With stunts, youre in the market for a few
MarketingMag.ca
weeks, then youre out and theres a black hole, he says. I was leery of
that. To avoid that dreaded drop-of in awareness, Stanelds turned to
digital once again with the Stanelds + Comedy Exposed competition.
A partnership with The Comedy Network, the talent competition saw
Canadians competein their underwear, naturallyfor a cash prize and the
chance to develop a pilot for The Comedy Network. Entries were submitted
to a website where fans could rate their favourite submissions. Between
the submission and judging process, plus the halo efect of using some of
the content once the winner was announced, Staneld says the program
gave the brand exposure in the digital space for three or four months.
Stanelds has stayed true to its We Support Men mantra in its
branding and positioning by consistently creating awareness about
below-the-belt cancers. It has also raised an impressive sum of money
for the Canadian Cancer Society. The Gitchhiker campaign alone helped
Stanelds raise $29,000 for the group and Staneld says that with the
money raised through Guy at Home in his Underwear, the company will
be approaching $100,000 donated to the cause over a two-year period.A.A.
AGENCIES / ANOMALY / NORTH STRATEGIC / JAM3 / LG2

OMD / JOHN ST. / GRIP LTD. / SID LEE / ZAK / CUNDARI
ANOMALY
AGENCY
LIGHTS FLASHING, THEY DELIVERED ON THE HYPE
It was the king of years for Anomaly. but while its budweiser red Light
deservedly garnered critical hosannas both at home and abroad, the
Toronto shop achieved success in virtually every performance metric of
note, including the work (budweiser, minis Not Normal), new business
wins (Kraft, diageo canadas captain morgan and crown royal brands)
and awards (which included a silver Lion, a gold cassie, four marketing
awards).
We came in with a lot of noise and set expectations very high, and
our focus in 2013 was to deliver, says partner and president Franke
rodriguez. We had to make sure we delivered on the hype.
Anomaly grew its client roster signicantly this year, with a series
of wins that helped push revenues from $6 million to $10 million and
increased the mdc Partners-owned shops staf size from 50 to 70 people.
Its biggest win, coming via competitive review, was for eight brands
in the Kraft canada portfolio, including Kraft dinner, Kraft Shredded
cheese and cracker barrel.
Anomaly also won the assignment for diageo canadas captain morgan
brand, and picked up a project for crown royal (the resulting Why wait?
brand platform was subsequently adopted globally). Other project wins
include what rodriguez called a top-secret assignment for colgatePalmolive, and a project for Great Gulf Homes.
MarketingMag.ca
capping of an exceptional year, Anomaly was among 10 agencies invited

to pitch on the massive rogers communications assignment in November.
This was Anomalys crowning glory in 2013, garnering worldwide
recognition and wins in various industry award shows both locally and
internationally.
The budweiser red Light connects to users mobile device via wi
and lights up and blasts the classic goal-horn sound whenever their
favourite team scores. despite a hefty $149 price tag, the rst batch of
lights sold out on the rst day.
The initiative garnered more than 50 million earned media impressions,
while average monthly Twitter mentions of budweiser skyrocketed from 795
to 10,900, and unique visits to budweiser.ca increased by more than 3,000%.
It was a program that ultimately transcended advertising, creating a new
revenue stream for the brand. The budweiser red Light was named hottest
canadian tech gadget of the year by Toro Magazine, while one-time Apple
evangelist Guy Kawasaki said that a subsequent venture which saw Anomaly
and budweiser equip several hundred calgary Flames fans with red light
helmets was proof that canadians are the funnest people in the world.
Awards were plentiful and includedat last count15 citations
for its work with budweiser. Were not just winning, were winning
the things that support our model, which is do things diferently, says
rodriquez. Were not winning best craft for a 30-second TV spot. r.m.
THE CMA LOYALTY CONFERENCE

Its that time of year again. Were hosting the
2014 CMA Loyalty Conference and weve created a little quiz
for you to take to see if you should attend:
The right number of wives is:
a. One
b. One ex and one
current
c. One for each day
of the week
Your personal theme song is:

a. I Will Always Love You
b. (I Cant Get No)
Satisfaction
c. Youve Lost That Lovin
Feelin
Complete the following

statement: Loyalty is for:
a. The smart
b. The smart & handsome
c. Suckers
When it comes to your morning coffee:

a. Only your favourite
caf does it right
b. Alternate between a
few different places
c. Its all just variations
of the same
If you answered mostly:

A - You are extremely loyal. You should attend to share your secrets.
B - You could stand to brush up on your loyalty skills.
C - Sign up right now, before its too late!
February 12th, 2014 Arcadian Court

Toronto 8:30 am -12:30 pm
#cmaloyalty
Register today at
the-cma.org/loyalty
Gold Sponsor
Or call
416-645-3281
Gold Sponsor
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Creative Sponsor
Gold Sponsor
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Sponsor
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Print Sponsor
north strategiC
agenCY
Proving Pr belongs at the big table
bold, creative and disruptive arent often terms associated with Pr

rms. but North Strategic is showing that Pr can indeed be all those things.
In 2013, Norths mould-breaking approach resulted in standout
campaigns and new business wins, including rbc, diageo, Ubisoft
and Nike hockey. North also became Pr AOr for all of canadian Tire
corp. Previously, North worked solely on Sport chek and the auto
portion of canadian Tire.
[This year], we ensured that our clients reconsidered the notion that
creative and strategy ts only with the big advertising shops, says mia
Pearson, who co-founded the agency with Justin creally in 2011. more
clients are now saying whoever has the best idea will become lead agency
on a campaign. And we were at the table doing that more last year than
weve ever seen before.
From 2012 to 2013, Norths revenue grew a whopping 69% and its
employee count went from 17 to 30. North also expanded into calgary
and montreal this year. We look at 2013 as a real breakout year for
North, says Pearson.
North engaged fashion and business inuencers for the launch of
Samsungs Galaxy Note 3 and the Gear smartwatch. Select journalists
were own to berlin for the global unboxing event. Samsung then
embarked on a nationwide media tour, with a focus on technology and
business journalists. On the fashion front, Samsung hired A-list celebrity
stylist Leslie Framer to conduct a media tour in Toronto. As part of a social
media campaign, 60 top inuencers received Samsung devices to spread
the word. The launch generated more than 100 million media impressions.
In October, North launched the Science of Winter driving
campaign for canadian Tire. A U.K.-based company called Artis was
hired to develop a concept tire that changes colour from white to blue
when the temperature falls to 7 c. The idea is consumers should switch
to winter tires when its 7 cnot at the rst snowfall. The project lead
from Artis went on a media tour in canada, and the tire was showcased
at the Winter driving Science Fair at the marS Innovation centre. The
campaign is on track to reach more than 110 million media impressions
when it wraps in February.
Seeing explosive growth in marketer demand for video content,
North Strategic launched Notch Video, an online marketplace that
connects marketers with content creators across canada. marketers
can access Notchs database of directors, editors and writers who have
created proles at NotchVideo.com. r.H.
MarketingMag.ca
omd
AgencY
one of those YeArs When
everYthing Went their WAY
JAm3
AgencY
A culture of innovAtion pushes
the boundAries in digitAl
At the start of the year, Jam3 won the 2012 FWA Site of the Year for the
National Film board of canadas bear71.nf.ca and things just took of
from there.
The Toronto-based production and design studio is in many ways the
prototype agency for the digital marketing era, creating innovative content
and solutions for the advertising and entertainment industries. In 2013,
Jam3 was hired by a string of big-name clients including Google, coach,
Hot docs and Just eat. Jam3 also picked up a new project for Goodby
Silverstein & Partners (for Hagen-dazs), cossette montreal (for royal
canadian mint), Saatchi & Saatchi LA (for Toyota), martin Agency (for
Norwegian cruise Lines) and culture Shop (for Verizon US), among
others. The growth translated into 85% revenue growth for the year.
Our success path has been constantly going up, says Adrian belina,
one of the three co-founders along with Pablo Vio and mark mcQuillan
(thats them up top). Our projects have been getting bigger and bigger,
and the clients have been getting bigger and bigger.
Electronic music festival Tomorrowland brought its massive event
to 90,000 people in Georgia in September, coining it TomorrowWorld. To
bring the experience to viewers online, Google and lead sponsor motorola
hired Jam3 to launch TomorrowWorldTV, a live stream that provided global
access to the music, interviews and backstage parties during the festival
weekend. Visuals changed in real time as new performers took the stage,
and users could also create customizable backgrounds and participate in
live chats. more than three million people tuned in online over three days.
In collaboration with Leo burnett chicago for client Norton mobile,
the enjoy Your Privacy campaign was created to remind people that
no device is safe from digital dangers without the right protection. Jam3
developed an interactive narrative at enjoyYourPrivacy.com. Users can
sync their mobile devices to the desktop experience to interact with
seven ctitious characters and access the characters devices as if they
were their ownwith full access to scroll through photos, text messages,
emails and bank statements.
To make surveys a little less boring, Jam3 developed an interactive
survey in the style of a rube Goldberg machine. Working with Saatchi
& Saatchi for client Toyota canada, Jam3 developed The most Glorious
Survey ever, which featured elaborate mechanical set-pieces that were
built and lmed in-house. The survey dynamically changed depending on
each answer, launching a can of paint or revealing a furry critter depending
on users input. by allowing users to afect a real rube Goldberg, Jam3
kept users moving through the experience, making it easy to forget that
they were actually answering a survey. r.H.
The Omnicom shop not only added several pieces of new business,
including reitmans and Standard Life, it won big at awards shows
including the media Innovation Awards (tied for best agency performance
overall) and added new leadership at its ofces in montreal (general
manager Nicolas marin) and Vancouver (Gm Jason Snider).
Weve had a fantastic year, says ceO cathy collier. In my career,
its the best year Ive ever had.
OMDs Montreal ofce was renamed Touch! Omd last year
reecting the strong equity the Touch! brand has in the Quebec
marketand has grown to about three times its former size thanks to
some high-prole business wins including reitmans, Standard Life
and an assignment from global soccer body FIFA. Omds Toronto
ofce, picked up the Go daddy and carlsberg accounts, and the agency
landed the assignment for U.S. retailer Nordstrom in advance of its 2014
arrival in the canadian market. It will be led primarily out of Vancouver
(where Omds sister shop ddb Vancouver handles Nordstroms creative
assignment) with input from Toronto. Other new wins for the Vancouver
ofce include milk West and bcAA.
Omd continues to strike a nice balance between global and local
revenues, with each comprising about half of its yearly revenue. You
have to have local assignments to be a self-standing agency, so you can
contribute well to the global business, says collier.
Last year OMD combined its formerly separate traditional and digital
planning into a single integrated planning unit. This informed its approach
on several key pieces of work in 2013, including its award-winning do
Us a Flavour campaign for Lays and its Snack Tracker campaign
for mcdonalds. both campaigns relied on a combination of traditional
and digital media delivery, and both outperformed expectations. The
Lays initiative, for example, garnered 633,292 submissions (245% over
objective). At this years media Innovation Awards, Omd took home 10
medals, including three goldstwo for smart car and one for bc dairy
Association (and a silver for bc egg marketing board, below).
Along with PHD, its sister network in the Omnicom media Group,
Omd also helped launch the canadian operations of two Omnicom units
in areas that many in media are absorbed by: the programmatic buying
platform Accuen and search marketing rm resolution media. Two
other global units, both in the digital space, will launch next year. c.P.
MarketingMag.ca
lG2
AGenCY
invent An AWARD FOR AWARD WinS,
tHeYD pRObAblY Win tHAt tOO
mathieu roy , lg2 partner and vice-president, managing director, says that
six words characterize his agency: creative, relevant, humble, responsible,
independent and performance-driven (okay, so hes cheating a bit). For
2013, the montreal shop can add a seventh word to the list: exceptional.
Whether it was new business wins, awards show success, thought
leadership or standout creative that occasionally pushed the limits of
what constitutes advertising, lg2 has spent the past 12 months building
on what was an already stellar 2012.
A slew of accounts were added since August 2012, includingbut
not limited toPenningtons, Loto Quebec, rolaids, Natrel and Telelm
canada. They join an already impressive account roster that includes
bell, country Style, desjardins, Familiprix and Hydro Quebec. The wins
have contributed to a 16% increase in revenues and helped lg2 increase
its headcount from 169 in 2012 to 202 this year.
Among the spate of new hires are group account director Julie Simon,
a 25-year ad veteran most recently with Taxi; art director martin baron, a
retail activation specialist whose career includes stints with cossette and
Taxi; and a new creative team from Sid Lee comprised of Ad mario Pesant
and copywriter Guillaume Ferron. Signifying its continued willingness to
expand the denition of an advertising agency, lg2 also added architect
MarketingMag.ca
Helene Fortin to its staf to expand its ofering in spatial retail design.
Lg2 wore out a path to the podium both at home and abroad this year,
winning awards for a diverse group of campaigns. At home, it captured
an industry-leading 25 medalsincluding seven golds (as well as a
silver for the execution above)at the marketing Awards, another 23
creative excellence awards at Applied Arts 2013 and topped the cra
2013 winners list with 38 awards, including 23 grand prizes. It also won
three bronze Lions in cannes (and was shortlisted 10 times), grabbed
a pair of bronze awards at the clios, and was nominated three times in
the 2013 Webby awards.
Lg2s anti-texting and driving campaign for the Socit da
Lassurance Automobile du Qubec (SAAQ) was among several
campaigns that dened lg2s year. The campaign kicked of with a
TV-led campaign that humorously depicted drivers of all eras (going
back to the horse and buggy) distracted by the technology of the day. A
second wave included an app that notied people sending text messages
that the intended recipient was driving and would respond when they
reached their destination. The campaign helped the SAAQ achieve its
lowest road casualty toll in 65 years, with an 18% decrease in deaths.
In addition, 9,200 users completed the equivalent of 56 trips around
the world with the app turned on. The campaign won gold in the Public
Service Integrated campaign category at the marketing Awards. c.P.
Join us at the 2nd Floor Events venue in Toronto for an evening of

celebrating the best of 2013.
We will toast the top 10, honour the top three nalists in each category
and ultimately crown the Marketer, Media Player and Agency of the
Year as chosen by Marketings editorial team.
The shortlist will be available in the December 23rd issue of
Marketing magazine.
What are the top 3 reasons you should attend?
Meet the winners

of the best:
marketer, agency
and media player
of the year
Mix and
mingle with
an executive
roster of
attendees
Become
immortalized in
Marketings print
and Facebook
page of photos!
Tickets:
$199
+HST
For ticket inquiries:

Contact Salim Ladha
salimb.ladha@rci.rogers.com
416.764.2068
Event and registration details: www.marketingmag.ca/bestof2013

For sponsorship opportunities contact:
Carol Leighton | carol.leighton@marketingmag.rogers.com | 416.764.1544
JOHN ST.
AGENCY
INDIE NO MORE, BUT STILL MAGIC
John St. co-founder and president Arthur Fleischmann calls WPP the
elephant in the room when talking about his agencys fortunes. After
12 years as a very successful independent rm, John St. was acquired by
the holding company in march, earning cynical accusations of selling
out and making many wonder how long it would be before John St.s
special magic dissipated into corporate blandness. but thats not going
to happen, say Fleischmann.
WPPs acquisition strategy is primarily focused on digital and
analytical expertise, and is mostly looking in russia, china and Latin
America. So what does it care about a mid-sized full-service canadian
agency with one ofce?
It could be the double-digit revenue growth. despite major pharma
client AstraZenica shrinking its ad budget by more than $1 million, the
100-person agency still enjoyed 12% growth. Thats thanks to the more than
$4 million in new revenue the team brought through the door. Several new
smaller clients such as the canadian Nurses Association, pharmaceutical
companies Actavis and Valeant, and challenger beer brand Kronenbourg
collectively contributed just over $1 million in new revenues but the biggest
splashes on the bottom line came from the million-plus Kobo, Winners
and Future Shop accounts wins. The Kobo account is global in scope and
saw the agency leverage its new global parent for the rst time for outreach
to six countries back in the spring. Its colourful, large-production launch
spot for Kobos Aura Hd was followed quickly by a mothers day ad lauded
by buzzfeed as one of the worlds best (above and below).
After winning Future Shop, the agency launched its epic Grant
back to school program that saw students apply for prizes through their
social media channels. And, yet again, John St. took Stanelds (which
makes undies for men) on a month-long trek into earned media with The
Gitchhiker, which picked up two golds at the marketing Awards and
charmed local news agencies coast to coast as Stanelds spokesperson
thumbed rides (in his gitch) across canada.
There were, of course, hiccups this year too. WWF canadas We
dont Farm Like This, which promoted the organizations afliation
with the marine Stewardship council to promote sustainable shing
practices, was pulled from the air. The council thought it was negative
towards the shing industry, even though the spot called the mSc the
sustainable option (and was, well, really good). but this unpleasantness
was counterbalanced by the two marketing Awards and cannes shortlist
nod for John St.s other WWF work: The Inevitable News. Alongside seven
other shortlist mentions, the agency won three cannes Lions this year in
alltwo silvers and a bronze. Now you can kinda see why WPP cared. J.L.
MarketingMag.ca
sID lEE
AGENCy
AN ABsOluTly ENTERTAINING yEAR
GRIp lTD.
AGENCy
A DARING FEAT OF BRANDED CONTENT

In 2013 Grip might well have been called The Agency Out Here. Here
being canada, of course, and Grip being the rst to push a client past
the opening credits at the cinema and into the starring role of a feature
lm. The Movie Out Here, its feature-length lm for Kokanee, capped a
year-long marketing plan with every promotion, from casting initiatives
on Facebook to in-bar promotions for the chance for pub owners to have
their business featured on screen, relating back to the movie.
A much debated, highly celebrated and bold idea, the lm is sure to
serve as the agencys calling card for years to come.
This year Grip saw the fruits of the labour it put into The Movie Out
Here, both on the award circuit and in the nal product, the dVd, which
was released in a run of 100,000 that went out to select stores and in cases
of Kokanee on Nov. 1. Though the movie wasnt exactly a critical darling, it
proved to be a daring leap into branded content that paid ofthe agency
reports brand health scores were above target by 21% and market share
in its key market, Western canada, jumped 6% as a result of the overall
campaign. Further, 3,500 consumers shelled out $12 to see the lm on
opening weekend, placing it fourth at the box ofce, ahead of mainstream
fare like Lincoln and The Hobbit.
Grip raked in the hardware in 2013, bringing home a gold and bronze
at the One Show, a silver marketing Award, four gold media Innovation
Awards, four Applied Arts interactive awards and the most coveted of
all: two Gold and one Silver Lion in cannes. While most of the awards
were for The Movie Out Here, it also landed several for eau de Pizza Hut,
the perfume it created for Pizza Hut. And in terms of client wins: bell
media, Grocery Gateway, Lindt were all added to the list as well as digital
projects for rbc and the discovery channel.
Perhaps overshadowed by The Movie Out Here, Grips social media
work for its stable of Yum brand clients was some of the freshest, most
playful and customer driven work in the social space this year. First there
was eau de Pizza Hut, a pizza scented perfume it created after seeing a
post on the smell of pizza gain huge traction on Facebook. The limited-run
spray became a runaway social and Pr hit, making the rounds on reddit,
buzzFeed and mashable, then landing in the late night monologues of
Jimmy Fallon, Jay Leno, conan Obrien and david Letterman. Then
there was Taco bells eat Your Words campaign, for which the agency
invited consumers who complained about the lack of doritos Locos Tacos
(dLT) in canada to eat dLTs with their words printed on them ahead
the canadian launch. The resulting video was so immediately successful
that it was re-cut into a TV commercial. r.m.
After a year away from Marketings top agencies list, montreal-based

full-service, multimedia agency Sid Lee is back in 2013in a big way.
The agency prides itself on being diferent from other creative shops,
made for the post-advertising eramore artiste than art director. but in
the last year the agency grew in ways any traditional agency would envy.
It lost dell in mid 2012, a move president Jean-Francois bouchard
describes candidly: It was a nightmare, to be honest. He estimates
the account represented 20% of Sid Lees business at the time. but Sid
Lee has been on awinning streak since then, picking up Pc Financial,
bombardiers Lear Jet, burger King and the marks brand for canadian
Tire. but undoubtely the biggest accomplishment of the past 12 months
was winning another global assignment for a world-famous brand. In
other words, Sid Lee dug its heels in on the global advertising stage.
In December, Sid Lee announced it won the global assignment for
iconic vodka brand Absolut, crediting eric Alper for the win. According
to agency president bertrand cesvet, Alper met with Absolut parent
company Pernod ricard earlier in the year, telling them about the need to
think like any purveyor of pop culture, putting out content as entertaining
or useful as something they can get on YouTube, Netix or the street. The
Pernod execs liked what they heard. Sid Lees rst campaign launched
in September. bouchard also credits another important development in
the agencys growth for winning the accountSid Lee entertainment.
At year two of Sid Lees c2-mTL conference in June, aside from big
speakers like richard branson, the agency used the stage to announce
a new partnership with long-time client cirque du Soleil. Sid Lee
entertainment, which was already in development during the Absolut
pitch, was created to produce and manage largescale, live brand properties
and shows. The new business is another demonstration of the agencys
commitment to produce brand experiences that reach well beyond
traditional advertising. exploring the intersection between brand and
live entertainment. We were trying to nd a sweet spot, says bouchard.
In total the agency now has about 650 employees thanks to signicant
growth away from the home base in montreal. revenue was up 50% in
Toronto where the number of employees grew from 45 to nearly 80, while
the New York ofce reached 35 staf working for clients like disney, Intel,
Facebook, Old Navy and coca-cola. The clients that are calling us are
just out of this world, says bouchard. d.b.
MarketingMag.ca
ZULU ALPHA KILO
AGENCY
MAKING ADS THAT STAR ON YOUTUBE
Zulu Alpha Kilo always punched above its weight. It was born ve years
ago and immediately landed bell as a client. From there it added global
brands like Puma, Audi and coca-cola, so its no surprise that lots of
talent always seemed to be walking in the door. bringing former Taxi ecd
ron Smrczek back from milan seemed to be this years big talent coup.
One cant blame him for leaving Italy when looking at the remarkable
work Zulu has produced this year. Joining Smrczek this year were an
additional 11 new full-time stafers (bringing the total up to 65 people),
growth that mirrors revenue increases of 21%.
The full-scale rebranding of corona as a millennial-focused brand
has been remarkable. After two decades of beach vistas and crashing surf,
the brand work had become characterless and invisible. Now, under the
Live mas Fina strapline, the target market is actively encouraged to get
tattoos, dance all night, get laid and earn a few regrets. After a dynamic
and very visible TV launch, Zulu even threw a few paint parties to get the
kids dirty (a video of which was one of the most watched ads on YouTube
in canada in July). Stow that cynicism about millennial messaging;
corona sales are up year-over-year in every quarter under Zulus watch.
Speaking of YouTubes most-watched ads list, Zulu popped up
again in October with a moment Zero spot for coca-cola, for which
the agency handles all canadian creative. While such a client requires a
certain amount of adaptation work, the moment Zero videos are solid,
canadian-made ideas that do a good job implementing cokes strategy
of marketing a diet drink to males. In less than a month, the campaign
earned 1.5 million views online.
Audi rounds out Zulus excellent year as the Land of Quattro campaign
owered after a strong launch last November. coming out of 2012 when the
automaker sold 20,000 units in canada for the rst time, Land of Quattros
launch spot was itself noteworthy for how little of Audis product it showed.
Over the course of 2013, Zulu worked to push the branding into dealerships
(not always an easy task, negotiating the divide between an automakers
brand and its dealers). So instead of a typical Year end event sale, well
see a Land of Quattro Sales event in december that ties back to the
Zulu-conceived brand story. With unit sales currently tracking 3% over
last year, canada is now one of Audis top three performing markets. J.L.
CUNDARI
AGENCY
RETOOLING EFFORTS PAY DIVIDENDS
In a year when another big canadian independent was sold to WPP

(but still made this list), cundari rolled on in 2013 proudly indie and
still growing strong.
After a breakout 2012, cundari built on the momentum right through
2013, winning new business at a breakneck pace adding awards to the
cabinet and adding an important new digital operation to the mix.
The big deal? cundari bought Toronto-based Quizative early in the
year. Agency founder and big boss Aldo cundari says hes been retooling
the agency for about ve or six years for the modern marketing era. Part
of that retooling was bringing in the right kind of people, he says.
New business and shifting client needs meant fast-growing demand
for digital expertise, but cundari was looking for something specic.
Great digital chops was the obvious starting point, he says, but beyond
that he wanted people with an entrepreneurial bent to act like leaders,
not caretakers. I dont acquire for clients. I acquire for the people and the
culture, he says. He found that t with Quizatives Adrian capobianco
and Allison Laux. by June, with capobianco as managing director of
digital, the shop had produced a human heat map logo in the shape
of the Lancme rose during the Luminato Festival in Toronto (right).
Soon after the Quizative deal, cundari lost creative director brent
choi to JWT. but cundari moved quickly to replace choi with another
of canadas best, Andrew Simon. cundari recalls meeting Simon a few
years ago and decided at the time: I will work with him one day. Along
with Simon, and aside from the Quizative leadership, cundari went from
115 to 146 full timers (and was looking to ll 15 positions at press time)
and revenue was up a remarkable 87%.
MarketingMag.ca
Much of that revenue can be attributed to what Simon describes as

a new business tear. While holding onto marquee clients like bmW,
Subway, cIbc (sponsorship) and the canadian cancer Society, cundari
became AOr for Nespresso digital work, won dempsters assignments
including digital work on Healthy Way, Villagio, and english mufns;
a major digital assignment from maple Leaf Foods; royal canin; 3m
assignments including command, Scotchblue, and Scotch-brite; The
Toronto Zoo; Tilley endurables; miller Genuine draft and two LOral
assignments. The list keeps going. did we mention place branding for the
country of Armenia? (east of Turkey, south of Georgia in case you dont
know.) clearly, word is out that cundari is at the top of its game. d.b.
MEDIA / KIIP / CHECKOUT 51 / LA PRESSE / TWITTER CANADA /

JEAN-PIERRE BLAIS / WATTPAD / BLUE ANT / ROGERS / BELL / CASALE
KIIP
MEDIA
REAPING THE REWARDS OF MOBILE ADVERTISING
brian Wong is on a mission to own every achievement moment on the

planet. Its a lofty goal, but the Vancouver-bred entrepreneur appears
well on his way with his company, Kiip, which ofers consumers rewards
from its brand partners for their achievements in mobile games and
apps. To date, Kiips network of more than 1,500 apps reaches 60 million
consumers globally, sending out 500 million ofers a month. And after
a year of strengthening agency ties, expanding into new categories and
growing its presence in canada, Wong is inching ever closer to that global
achievement moment of his own.
This year Kiip continued to grow its business outside the gaming
world, aggressively entering new categories like fitness, food,
productivity and music. Seeing prominent moments similar to
achievement in video games in each new category, Kiip has found a slew
of new apps to partner with and a host of new inventory to sell. The
company now sends offers from brands when consumers finish to-do
lists in productivity apps and log runs in tness apps, vastly widening the
scope of brands it can partner with and its potential for future growth.
According to Kiip head of marketing michael Sprague, the companys
network of apps is now an even 50/50 split between games and other
categoriesa big change from the start of 2013, when about 70% of its
network was games.
MarketingMag.ca
In July, Kiip announced a new Vancouver ofce. Like its San Francisco
headquarters, the companys new canadian ofce focuses on research
and development and taps into Vancouvers growing pool of talented
developers. Kiip also has satellite sales ofces in bogota, Tokyo, Japan and
London. As it grows in new markets its also striking new partnerships,
including a deal with Yahoo in Japan that pairs Kiips technology with
T-points, a Japanese loyalty program, to ofer engagement-based
incentives in Yahoos mobile apps.
Kiips approach to mobile marketing attracted the interest of
Interpublic, which was among a group of investors who poured $11
million into the company last year. While Kiips relationship with IPG
isnt exclusive, it strengthens the companys ties to key partners like IPGs
mobile arm, Ansible, and the media agency Initiative, which will help
Kiip bring new advertisers into its network en masse. Not that Kiip has
a lack of big-name brand partnersthe company is working with roughly
15% of the Fortune 500 and lists Disney, Procter & Gamble, mondelez,
chevrolet, capital One and Hulu as clients. Its also building its business
in canada, running campaigns for Scotiabanks Scene program, rogers
and the Vancouver Whitecaps. That list is likely to expand dramatically
in 2014, thanks to a new self-service platform launched in November.
that aims to open up Kiips mobile campaigns to small businesses and
marketers in countries where it has yet to open ofces. r.m.
LA PRESSE
MEdIA
A bOLd dIGITAL-PLuS bET ON yOuNGER REAdERS
CHECKOuT 51
MEdIA
A WHOS WHO OF CPG CLIENTS OVERNIGHT

A year ago checkout 51 didnt exist. Today the appwhich ofers cash back
to consumers who scan their grocery receipts as proof of purchasehas
been downloaded by more than half a million canadians.
Founded by Andrew mcGrath, Noah Godfrey and Pema Hegan (above,
left to right), the startup is also a hit with brands like Kellogg, Unilever
and mondelez, which use the app to connect to consumers and ofer them
cash back based on the data checkout 51 collects about their shopping
habits. From a startup team of just three to 32 at last count (theyre currently on the hunt for account reps for new territories), the company
recently added senior execs Kristie Painting, formerly general manager
and vice-president of sales and marketing for Olive media, and John
Alexiou, former director of customer information at mccain Foods.
Right out of the gate, checkout 51 grabbed consumers interest. In its
rst week in the App Store last December, 10,000 canadians downloaded
the app. To date, its 500,000-plus users have redeemed $2 million in cash
after purchasing items from checkout 51s partners.
Nearly every major packaged goods company in canada has run
an initiative with checkout 51, including General mills, Johnson &
Johnson, clorox, Unilever, Pepsi, coca-cola and Hersheys. Having
proved it can move the needle with one-of deals and get shoppers to add
new products to their carts, the company is now brokering deeper brand
deals like christies corner, a branded section of the app with deals on
christies products designed to foster loyalty for the label, which attracted
65,000 sign-ups in just one week.
After building momentum at home in canada, checkout 51 is set
to launch in the U.S. in early 2014. Geographical expansion is only part
of the plan, though. While checkout 51 may look like a shopper incentive
rm on the surface, Hegan says its a data company by design, created to
help brands understand their customers by watching what they buy in
real time. moving beyond deals, checkout 51 is now experimenting with
new ways to use the shopper data it collects, including helping brands
re-target consumers who purchased their products with ads on other
platforms and ofering real-time data about product pricing across different markets. r.m.
rather than merely dip its toes in the digital waters with a mobile app
here or a special digital edition there, La Presse cannonballed into the
pool with the launch of La Presse+ in April.
It took $40 million and three years of r&D to build the future of La
Presse. The result? La Presse+, a free digital edition for iPad that brings
users enhanced versions of the editorial content from the montreal-based
newspaper daily. La Presse+ also boasts several exclusive features for
readers, such as videos and extra columns, andcue the music to clients
earsmore than two dozen types of interactivity for ads. Users can do
everything from change the colour of elements in an ad to run a slideshow.
Pierre-elliott Levasseur, executive vice-president at La Presse, says
the company focused on getting advertisers onboard to the new ofering
by attracting a much younger demographic prole: the 18-49 set. With
newspapers today losing younger readers faster than you can say twerk
of, La Presse needed to develop something that matched younger readers
consumption habits. After a lot of research, the conclusion was: build a
tablet edition, and this video- and interactivity-loving demo will come.
While most newspapers are erecting paywalls, La Presse+ is ofered
for free to help attract a mass audience. even if it had used a paid subscription model and signed up 100,000 people at $250 a year, earning $25
million in circulation revenue, Levasseur says it still wouldnt be a large
enough audience for the majority of advertisers who advertise with La
Presse. They advertise with us because were a mass medium, mainly.
Leading up to the launch of La Presse+, the company spent $1 million on research about advertising efectiveness alone to ensure the ad
product would work for advertisers. Levasseur says the company wanted
tremendous ad recall and for people to spend a lot of time with the ads
and to interact with them. While ads in digital media are often considered
very intrusive, those in La Presse+ blend more naturally into the experience. In fact, Levasseur says internal company research shows close to
70% of La Presse+s users said they appreciate the ads.
As of late November, the app had been installed on 330,000 iPads,
and 241,413 people were using it every week. Plus, it beat out all available
english-language canadian and U.S. apps as the most downloaded free
app in the news and newsstand categories of the canadian App Store in
the fall. And its doing a good job of attracting those younger readers. The
results of a La Presse segmentation survey from June show that of the
3,800 Quebec respondents, 35% of the audience for La Presse+ is in the
18-34 demo, 42% are university grads or students and 51% of readers have
a household income above $100,000. A.A.
MarketingMag.ca
Jean-pierre blais
media
crtc boss shakes up canadian comms

with sharper consumer focus
twitter canada
media
twitters big year included a big-name hire

and an auspicious launch in canada
Twitter was by far the most-discussed social network of 2013. Though its
user base of 218 million monthly active users is just a fraction of the one
billion consumers on Facebook, Twitter pulled the attention away from
its chief competition and win the lions share of mind share this year with
its global expansion, high ying IPO and play for TV-adjacent ad dollars.
In late April ,Twitter announced a new canadian ofce with cbc
head of english services Kirstine Stewart taking the helm. According to
Stewart, she was rst told of the opening by Facebook canada president
Jordan banks, a long-time contact who thought she would be a good t
for the job. It was very generous of him to extend a hand out like that to
what he thought was an opportunity to build a stronger [social] business
in canada, Stewart said. Since then, Twitter has moved into cossettes
former Toronto digs and Stewart and her staf of 20 have started meeting
with brands and agencies to bring new canadian clients into the fold.
Given Twitters foray into the TV market, it was no surprise that the
company selected a former TV executive to run its canadian operations.
In fact, in addition to her role at Twitter canada, Stewart is advising the
social network on its global TV strategy, which it pushed into overdrive
in 2013. In February, it made its biggest acquisition to date, purchasing
bluen Labs, a company that measures online chatter about TV shows
and now powers Twitters weekly Nielsen Twitter TV rating report on
the most tweeted-about shows of the week. In may, Twitter also began
testing a TV ads dashboard that allows marketers to sync up their TV
and Twitter ads, and continued the rollout of its Twitter Amplify product,
which ofers bonus TV content in a Twitter ad. In canada, Shaw and
Twitter canada have formed a co-selling deal around the product and
maple Leaf Sports and entertainment has been announced as a partner.
When the New York Stock exchange closed on Nov. 7, its newest stock,
TWTr, was priced at $44.90, a 73% gain over its $26 debut, valuing the
company at $25 billion, more than the likes of Netix and Kellogg. Unlike
Facebook shares, the stock managed to hold on to its early post-IPO gains,
at least as of when this issue went to press. r.m.
MarketingMag.ca
crTc boss Jean-Pierre blais challenged the status quo this year, delivering
on his promise when he became chair in June 2012. Long known as an ally
to big business, the crTc under blais has sharpened its focus on canadian
consumers and rattled the communications industry in the process.
In a speech he gave in November, blais said engaging the public has
become one of the most critical elements of developing regulations.
Doing so isnt without risks, said blais. It requires us to shift from the
status quo to experimentation. And it means we need to ofer canadians
greater ways to engage with us, as well as choice in the ways they do so.
The CRTCs new Wireless code, announced in June, addresses consumers concern about wireless contracts. The code allows customers to
cancel cellphone contracts after two years without cancellation fees, caps
extra data charges at $50 per month and international data and roaming
charges at $100 per month. The new rules were set to come into efect
on Dec. 2. but canadas major telecom companies, including bell, rogers and Telus, challenged part of the code that would afect three-year
contracts retroactively. In October, the companies were given the green
light by the Federal court of Appeal to challenge the new rule in court.
In October, the crTc launched Lets Talk TV: A conversation with
canadians in advance of a formal review of the canadian television
system slated for spring 2014. The initiative asks three key questions
related to how canadians view the television system and what changes
they would like to see. The crTc invited canadians to participate in
an online forum, or provide comments by email, fax or written letter. In
a statement, blais said the initiative puts canadians right where they
belong: at the centre of their television system.
In June, the crTc approved bces second bid to buy Astral media for
$3.2 billion. The crTc rejected bells initial bid for Astrals suite of TV
specialty channels and radio stations, saying it wasnt in the best interests
of canadians. but crTc said the revised bid, in which bell agreed to sell
some of Astrals assets, satised its concerns that the combined company
would be too dominant in the market. The approval comes with a variety
of conditions for bce, including requirements for increased investment in
canadian programming and for keeping open its local TV stations. r.H.
wAttpAd
mediA
A riveting story About new
Audience development
Once upon a time, way back in 2006, a serial entrepreneur named Allen
Lau (above) and his partner Ivan Yuen conceived a digital venture that
introduced a 21st century take on the art of storytelling.
Lauded by literary luminaries like Margaret Atwood, and boasting a massive, engaged user base and nancial backers that include Yahoo co-founder
Jerry Yang, Toronto-based Wattpad took a giant leap forward in 2013.
This place is shocking and to have it in our backyard is mind-blowing,
says Aron Levitz, who arrived at Wattpad as head of business development
three months ago, following stints with tech companies including Xtreme
Labs and Kobo. Theres generational amazing-ness going on here from
a technology standpoint, and youve got to keep your eye on Wattpad.
Wattpad now boasts roughly 20 million active monthly users, who
spend a combined 4.5 billion minutes per month on the site (the average visit is 30 minutes). It currently hosts just over 29 million pieces of
content, with about 80,000 new stories being added each day. About 25
million social interactionscomments, private discussions, etc.occur
60TH ANNIVERSARY
each month. Roughly 80% of all engagement with the brandand between
25 to 35% of all writingcomes via mobile. While its user base is a fraction of a social media titan like Facebook, Lau says there is no question
that Wattpad will ultimately hit a billion users.
Its partnerships with entertainment brands, such as the boy band
One Direction and Emblem3, demonstrated Wattpads unrivalled ability
to mobilize and engage its user base. Fan ction dedicated to One Direction, for example, has garnered more than 2 billion reads to date. One
piece written by a One Direction member accumulated 56,000 readers
in 20 hours. Its a really great new way for an entertainment brand to
engage with its fan base, says Levitz. Its really becoming part of their
social media strategy in general.
Revenue remains a work-in-progress for Wattpad, but its executives
point out that every digital venture with a user base its size has successfully monetized its business. Monetization is an important part of the
growth of our company, explains Levitz. With the size of the community
we have, if you look at the track record were nding interesting ways to
monetize that. Revenue attempts have largely been built around a series of experiments in an attempt to discover the optimal model. C.P.
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BLUE ANT MEDIA

MEDIA
A NICHE CONTENT PLAYER BULKS UP

ON COTTAGE LIFE AND BRANDED PROGRAMS
In a year of yet another mega media merger in canada, blue Ant media
continued to build momentum as a small but mighty player. Named
Marketings media Player of the Year last year, the Toronto-based
company is less than three years old, and is already a master of targeting
audiences with niches, a friend of inventive advertisers and a superstar
at creating successful digital magazines.
It grew to 157 full-time staf from 108, including new hires such as
programming veteran Sam Linton and marketing expert Jamie Schouela,
and enjoyed a 318% revenue increase, largely thanks to the completed
acquisitions of cottage Life media and High Fidelity HDTV, the latter
deal including premium channels Oasis HD, HIFI, radX and eqhd.
Blue Ant bolstered the cottage Life media brand in September
by launching a cottage Life television channela rebrand of former
cbc channel bold. Cottage Life magazine was the big winner at the
2013 editors choice Awards in June, where the canadian Society of
magazine editors (cSme) named it magazine of the Year (medium
circulation). cSme president Allan britnell calls the magazine a bible
for cottagers. As for its afuent audience, britnell says, They beauty
of it is they need two of everything: two stovesone for home, one for
the cottage. The advertisers love that [Cottage Life has] identied that.
AUX Magazine, a free monthly music publication and blue Ants
rst digital-only magazine, celebrated its one-year anniversary and
expanded to Android in June. Samsung canada got onboard as the
exclusive sponsor with a multi-part campaign for its Galaxy S4 smartphone that included branded editorial content and a contest. Samsung
canada cmO mark childs says the sponsorship was a way to create
MarketingMag.ca
engaging content for his companys young minded consumer audience. As both a content creator and content distributor, blue Ant is a
proven innovator, says childs. AUX Magazine, which recently reached
more than 280,000 downloads, won for best music tablet app against
international competitors at the Tabby Awards in August. blue Ants
newest digital-only magazine, Travel+Escape, launched in April, has
been downloaded more than 200,000 times and holds a place at the top
of Apples iTunes newsstand in canada and the U.S. besides earning
audiences outside of canada by being in the digital magazine space,
getting there early has allowed blue Ant to work to master the format
and become partners with companies like Google and Samsung, says
blue Ant media ceO michael macmillan.
Blue Ant rebranded eqhd to Smithsonian channel in November in
a partnership with Smithsonian Networks in the U.S. The commercialfree specialty channel is available across canada through all major
distribution partners and ts nicely with its existing documentarythemed properties. raja Khanna, blue Ant medias ceO of television and
digital, says stepping up to do that deal with the big guys (Smithsonian
channel is licensed by Smithsonian Networks, which is a joint venture
of Showtime Networks and the Smithsonian Institution) is part of
our story of growing into who blue Ant can be. meanwhile, blue Ants
marketing division has exploded over the past year, creating digital
content marketing programs for brands such as Scotiabank, Ford and
Scion. Khanna estimates the team has grown by 250% to 300% in that
short time. At the beginning of the year we knew content marketing
and native advertising was important and we had a small, dedicated
team; I dont think anyone could have predicted how that group would
grow, he says. A.A.
ROgERS mEDIA
mEDIA
$5.2 BILLION BUYS A LOT OF HOCKEY gAmES
Two years ago, rogers media caused chaos at Marketing when it completed its surprise acquisition of maple Leaf Sports and entertainment
(with media rival bell) just days before the media Players of the Year
were to be nalized. rogers did it again this year when it shocked the
media world, and every hockey fan in the country, by securing the NHL
broadcast rights for the next 12 years.
Even the most seasoned media executives minds were blown by the
rogers/NHL deal announced in the last week of November. rogers will
spend $5.2 billion on a 12-year deal that will see it acquire all national
broadcast rights in canada to NHL games starting with the 2014/15 season. The deal encompasses all platforms and all languages, positioning
rogers as the place to go for NHL hockey in canada until 2026.
Rogers made its biggest move into digital publishing yet with the October
launch of Next Issue canada. The all-you-can-read subscription service gives
canadian magazine readers access to more than 100 rogers and U.S. titles
for $9.99 a month through a partnership with U.S. publishing heavyweights
Hearst, cond Nast, Time Inc., Newscorp and meredith. The digital news-
stand sees Chatelaine and Macleans available alongside The New Yorker,
Esquire and Rolling Stone. Ken Whyte moved from his post as president of
rogers Publishing to become president of Next Issue canada and made
it clear that the company was determined to make it a success. Were
bringing the full force of rogers to this, he said. Were spending more
on it than we do on all of our publishing marketing combined.
Custom content became king at rogers media. It began producing Walmart Live Better magazine in April for Walmart canada. The
multiplatform mom-focused magazine includes food, home, fashion and
health and beauty content, and is distributed in Walmart supercentres.
Published six times a year (going up to nine in 2014), the magazine sells
third-party advertising and ofers single-sponsor opportunities. Then
in October, it added another custom publication to its roster: Best Buy
Life & Tech magazine. With a distribution of 1.7 million copies across
canada (including 300,000 print copies in best buy stores and a digital
version for more than 1.4 million best buy reward Zone customers), the
magazine also has single-sponsor and content integration opportunities
for advertisers. A.A.
MarketingMag.ca
BELL MEDIA
MEDIA
MORE SCALE: RINGING OUT 2013 AS A BIGGER BELL
It was the merger felt round canadas media world. Approved in June
by the crTc after a shocking rejection late in 2012, bces $3.2-billion acquisition of Astral was the most signicant deal of its kind in the
industry in yearsone that helped bell media greatly increase its Quebec
presence and reinforce its position as the largest media player in canada.
As a result of the merger, bell media could ofer advertisers uncomparable scale for their campaigns. It restructured its sales teams into one
national multiplatform sales group and appointed Luc Sabbatini, previously head of Astral Out-Of-Home, as its president. The new integrated
sales team introduced an all-encompassing ofering called bell media
mix that gives advertisers access to opportunities on the companys
myriad platforms in english and French.
The deal put bell media into out-of-home in a big way. In one campaign
for the cN Towers edgeWalk experience in October, which allows visitors
to walk the outside circumference of the tower, Astral Out-of-Home
created an augmented reality app. Activated by its outdoor advertising,
the app gave people a realistic feelin 3D animationof what its like
MarketingMag.ca
to experience the adventure and encouraged them to try it themselves.

There were more than 10,000 downloads of the app over 10 weeks and a
10% edgeWalk booking rate.
The Amazing Race Canada started strong in July on cTV with the
largest series debut this country has seen at 3.5 million viewers, according
to bbm canada gures, and kept things going with an average audience
of 3.33 million viewers each week. During the two months the inaugural
season aired, nearly half of canadians saw it and it grew to be the mostwatched canadian series on record. The series four key sponsorsAir
canada, blackberry, Interac and chevrolet canadawere showcased
during in-show integrations, including contestants using a blackberry
10 for navigation and boarding an Air canada plane.
Bell Media put a spotlight on specialty in 2013. It tried to attract more
female viewers to its specialty channels and it workedbig time. After
it rebranded Space in march, for example, the sci- channels female
audience grew by 21% with F18-49 and 23% with F25-54. Overall, bell
media english entertainment specialty channels had a 6% increase in
the F18-49 demo and 9% increase in the F25-54 demo. A.A.
CASALE MEDIA
MEDIA
A PROGRAMMATIC LEADER EXPANDS WORLDWIDE
Casale Media added to its reputation as one of the global leaders in the
programmatic buying space in 2013, signicantly growing its U.S.

business and its overall transaction volume, expanding into Europe, cracking the 100 staf member mark, and adding the CBC to a
publisher roster that now totals roughly 3,000.
Not bad for a Canadian rm that counts Google and Yahoo among
its competitors in the online exchange space. The idea of a Canadian
company doing this and competing is pretty special, says vice-president
of strategy Andrew Casale.
Casales namesake company experienced what he describes as

pretty dramatic rise in transaction volume, which skyrocketed from
500 million transactions a day last year to 2 billion a day in 2013.
The CBC, meanwhile, was a major addition to a publisher roster that
includes Olive Media, the NHL, Kijiji and eBay. Casale estimates that his
company has about 25% of all available RTB inventory in Canada. Weve
been pretty pleased to see what weve achieved in a year, he said. Were
far ahead of the plan. Meanwhile, the U.S. market went from accounting
for an estimated 25% of Casales revenue last year to nearly 75% in 2013.
Casale originally viewed Europe as an experiment when it established a data centre there at the beginning of the year. It has since tripled
its capacity, while a new partnership with an undisclosed European
publisher is expected to signicantly bolster its presence, says Casale.
Toward the end of the Q3, Casale also established a presence in Hong
Kong to better service the Asia-Pacic market. Like Europe it started as
an experiment, but Casale plans to increase capacity in coming months.
While online display accounts for the bulk of its inventory, Casale
made a major move towards mobile this year by beginning to ofer inventory across mobile-optimized web (which came on-stream in the second
half of the year). It hopes to begin ofering mobile by the end of Q1 2014,
with plans to move into mobile apps and video after that. Publishers
are now seeing that buyers want not just display but video and mobile
as well, says Casale. Publishers are having to retain a vendor for display, a vendor for mobile and a vendor for video, which is very complex.
Were looking to efectively help them across on all screens through one
platform. Its a big trend were moving towards. C.P.
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MARKETINGMAG.CA
INSIGHT
Mad about bourbon and porn
Want to reach advertising folk? Here's how. They oss more and are big users of mouthwash, dine on Chinese food more than
three times as much as on Japanese and eat a lot of frozen boxed meats. They also like porn, being twice as likely as the general
public to use the net for personal adult entertainment. Being ve times more likely to see the home ofce as an extension of their
regular job, is it surprising they drink more? These and other amazing facts come courtesy of research from Lowe Roche.
WHAT ADVERTISING PROFESSIONALS SAY
32.6%
28.9%
Drinking
is part
of my
lifestyle
I probably
should
drink less
alcohol
MORE STATS ABOUT ADVERTISING PROFESSIONALS
34.1%
Over 1 in 5
advertisers
say they have
spent over
78%
$400
Those who say

that they are very
concerned about the
efects of pollution
on the earth
on internet
purchases in the
past year
The number of hours
we work per week
66%
35%
4060
hours
60+
hours
70 DECEMBER 23, 2013
The percentage
that believe that
climate change
is not man-made
but naturally
occurring
65.2%
52.8%
1 in 5
The number
who admit to
using the
internet for
personal adult
entertainment
in the last
month
Those who agree that

we should all be very
supportive of same
sex relationships
The percentage
of those
prepared to pay
more for good
quality wine
They are nine

times more
likely than
the general
population to
consume three
or more glasses
of bourbon in
a month
9x
44.7%
The percentage who
went to Home Depot
in the past year
MARKETINGMAG.CA
Thats 235,000 sales.

Our audience of early-adopters is among the first to purchase the latest in mobile devices.
And because over 40% of our digital audience arrives via mobile, new creative opportunities
make it easier than ever before for you to connect with them, wherever they are.
Partner with Globe Media Group and call on the unequalled purchase power of our audience.
Call your Globe representative at 1-866-999-9237 or visit globelink.ca/devices to learn more.
N E W S PA P E R
WEBSITE
MAGAZINE
MOBILE
APPS
VIDEO
EVENTS
Sources: NADbank 2012 Study 20 National Product Markets (weekly print/online/mobile readership). Omniture Q3 average.
CONGRATULATIONS
TO ALL THE 2013 NOMINEES.

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biggest night in media

december 23, 2013 5

The most popular stories in Marketings e-newsletters from Nov. 11 28.

ur editorial team at Marketing faces a

challenge her on that count. Read Chris Powells

Enjoy the issue!

David Thomas, Editor-in-Chief

FroM our readers

Rebecca Harris recounted

DECEMBER 23, 2013 7

When you hire an advertising agency,

Its crazy to think about in terms of how much was

expect to be perfect out of the gate. I think we feel pretty condent

Livia Zuferli, vice-president, marketing, Target Canada

PROBLEM #2 Too much inventory

Coming into a new market for the rst time

Zufferli didnt speak to this with Marketing,

8 DECEMBER 23, 2013

PROBLEM #3 No inventory: Is this just

We brought the majority of our brands from

THE NHL inks a threeyear multi-million dollar

YELLOW MEDIA begins to cut

SEARS CANADA lays of nearly

QUEBECS KRISPY KERNELS

PROBLEM #4 Canadians like the