• Subscribe to our newsletter
The Media Online
  • Home
  • MOST Awards
  • News
    • Awards
    • Media Mecca
  • Print
    • Newspapers
    • Magazines
    • Publishing
  • Broadcasting
    • TV
    • Radio
    • Cinema
    • Video
  • Digital
    • Mobile
    • Online
  • Agencies
    • Advertising
    • Media agency
    • Public Relations
  • OOH
    • Events
  • Research & Education
    • Research
    • Media Education
      • Media Mentor
  • Press Office
    • Press Office
    • TMO.Live Blog
    • Events
    • Jobs
No Result
View All Result
  • Home
  • MOST Awards
  • News
    • Awards
    • Media Mecca
  • Print
    • Newspapers
    • Magazines
    • Publishing
  • Broadcasting
    • TV
    • Radio
    • Cinema
    • Video
  • Digital
    • Mobile
    • Online
  • Agencies
    • Advertising
    • Media agency
    • Public Relations
  • OOH
    • Events
  • Research & Education
    • Research
    • Media Education
      • Media Mentor
  • Press Office
    • Press Office
    • TMO.Live Blog
    • Events
    • Jobs
No Result
View All Result
The Media Online
No Result
View All Result
Home News Media business

Digital transformation: Shaping Mediamark for the future

CEO of Mediamark, Wayne Bischoff, delivers a case study in digital transformation.

by Wayne Bischoff
November 25, 2024
in Media business
0 0
0
Digital transformation: Shaping Mediamark for the future

Our overarching strategy treats technology as a means to an end, not the end itself/rawpixel.com on Freepik

Share on FacebookShare on Twitter

Investing in radical digital transformation has been one of the best decisions Mediamark has made. Over the last four years, we have seen astonishing efficiency gains that have made our investment worthwhile. ​

More importantly, it has transformed our company culture and fundamentally changed the way we operate. This is how we approached the process. ​

Established 27 years ago, Mediamark was a very successful legacy organisation. However, legacy can also mean legacy systems and traditional ways of doing things, which are not always the best methods. In 2020, we decided to evolve into a more agile and customer-centric company, obsessed with winning, learning, collaboration, creativity and accountability. ​ ​

​We partnered with digital transformation consultancy dY/dX to explore a digital transformation model for the business. The initiative was launched at the beginning of 2020 but paused after the Covid-19 pandemic hit. When it became clear that the pandemic was not going away quickly, the digital transformation project was prioritised with more urgency than before. ​

Critical assessment

The organisational change started by refining and developing new ways of working across every aspect of the business, which was modernised after critical assessment. We reimagined workflows and implemented new systems and technologies.

Reengineering Mediamark’s media sales and processing methods in fact required a holistic cultural transformation – we learnt that digital transformation is about far more than just the technology and tools. ​

The purpose of the entire project has been to transform Mediamark into a more effective and agile organisation that can scale without increasing resources. We are now able to respond to changes in the market quickly, offering our partner brands leading-edge platforms and services and ultimately improving the media buying experience for clients. ​

Four pillars underpin the digital transformation project

The first pillar, developing new workflow processes, focuses on complexity versus simplicity. ​ We conducted interviews and workshops involving a combination of new and experienced employees from various divisions within the company, as well as some of our partners, including advertising agencies.

Existing processes, roles and resources were mapped out into a Current State workflow model, which helped us to visualise and understand what was happening in the business at that point. ​ ​

​The current state model in 2020 was filled with complexities that slowed the business down. ​

Analysis of the current state model identified areas for improvement in the business, and in a series of workshops involving the same contributors, a new workflow blueprint called the future state model was formulated.

Now a reality in 2024, the Mediamark way of working model is much simpler, cleaner and easier to navigate due to reworked digital processes and implementation of relevant workflows. ​

New systems

This Future State vision provided the foundation for the next three pillars. ​

The second pillar was focused on implementing new systems to reduce operating costs and improving efficiency. This was not restricted to technology alone; areas for improvement in the business were identified first, influencing the choice of technology to support the selected solutions.

Platforms were chosen based on its capabilities, ensuring that little or no development would be required. ​

Mediamark opted for Pipefy for workflow automation and briefing, ActiveCampaign for CRM and Power BI for centralised reporting. We have further implemented Talent LMS, a leading learning management platform designed for sustained training and skills development, and Schedule Builder, an online scheduling system which will be integrated with Pipefy and the Mediamark booking system, TBS. ​

Schedule Builder is currently in the design phase and has been very well received by Mediamark users and clients in preliminary market tests. ​

Integrated approach

​Combining multiple specialist systems creates a holistic, integrated approach unique to Mediamark.

Workflows in Pipefy have significantly increased efficiency, clarified timelines and areas of responsibility and streamlined communication. Integration between Pipefy and ActiveCampaign has ensured that both systems are used optimally within the scope of their capabilities without additional development required on other platforms. ActiveCampaign also completely replaced Mediamark’s previous CRM and media marketing systems. ​

Within one year of this integration, an 83% improvement in approval times was noted from some Partner Brands. By December 2023, efficiency gains were clear across various divisions inside Mediamark, showing a 32% increase in the number of invoices created and a 14% decrease in turnaround times for the same period (meaning that volumes went up while turnaround times went down, proving scalability).

Over the same period, there was a 25% faster turnaround time for Non-Traditional Revenue proposals to market, and Traffic booking time improved by a phenomenal 75%. ​

Skills and new ways of working

The third pillar was around upskilling staff and developing new ways of working. Development means nothing without adoption, and for Mediamark that included a culture change. Skills development for the project included a dedicated change management strategy, as well as a combination of functional training and applied learning. ​

Change management followed the ADKAR model which focuses on the role of the individual in achieving organisational change. The model outlines five key areas that an individual must go through to be successful in organisational change: awareness, desire, knowledge, ability, and reinforcement.

Key individuals across divisions in Mediamark were identified and trained as ‘change champions’ to support the teams involved in the project, encourage habit forming and drive change internally. ​

Training and development had a dual focus of functional training conducted by a specialist sales trainer from dY/dX, alongside applied learning sessions conducted individually or in smaller groups via the Mediamark Academy.

Positive associations

We implemented gamification and profiled effective users internally, using this approach extensively to entrench new skills and celebrate the early adopters who were using the system well. This in turn built positive associations with organisational change.

Once this base was established, it was time to look outward and forward with an attitude of continuous improvement, resonating with the Japanese philosophy of “Kaizen.”

This is the focus of the fourth pillar: deploying new features and products to increase client-centricity and satisfaction, establishing a continuous feedback loop. We focus on client-centric features and products, including tailored reporting and online scheduling, with well-defined segmentation-based trade marketing.

We continuously seek to improve, embracing an agile model that promotes ‘better done than perfect’. This mindset has benefited us immensely as a legacy company, where the prevailing belief can often be that it’s better to wait until something is perfect before moving forward.

Radically different

Reflecting on our progress over the last few years, it is evident that Mediamark is now radically different and the way we conduct business has evolved significantly. Automated workflows, centralised reporting, and a continuous focus on skills development, including enhanced technical literacy, have been critical to the project. ​

An iterative approach to creating, releasing, and implementing new systems has delivered very positive results. Mediamark, within the broader Kagiso Tiso Holdings group, is now seen as leading in this digital transformation process.

As Leonardo da Vinci said, “Simplicity is the ultimate sophistication.” Simplicity doesn’t mean easy; it signifies straightforward, rather than complex.

Our overarching strategy treats technology as a means to an end, not the end itself. This perspective allows us to streamline processes and enhance efficiency, a process that is continually gaining momentum as the evolution of Mediamark and its partner brands continue.

 

 

Wayne Bischoff is CEO of Mediamark, a leading digital and audio solutions company that ensures brands derive maximum value from their advertising spend through tailored multichannel solutions.

 


​​

Tags: ActiveCampaignadvertisingadvertising salesadvertising technologydigital transformationmarketingmediamedia investmentmediamarkPipefySchedule Builderspecialist systemsTalent LMStechnologyWayne Bischoff

Wayne Bischoff

Follow Us

  • twitter
  • threads
  • Trending
  • Comments
  • Latest
Kelders van Geheime: The characters are here

Kelders van Geheime: The characters are here

March 22, 2024
Dissecting the LSM 7-10 market

Dissecting the LSM 7-10 market

May 17, 2023
Keri Miller sets the record straight after being axed from ECR

Keri Miller sets the record straight after being axed from ECR

April 23, 2023
Getting to know the ES SEMs 8-10 (Part 1)

Getting to know the ES SEMs 8-10 (Part 1)

February 22, 2018
Sowetan proves that sex still sells

Sowetan proves that sex still sells

105
It’s black. It’s beautiful. It’s ours.

Exclusive: Haffajee draws a line in the sand over racism

98
The Property Magazine and Media Nova go supernova

The Property Magazine and Media Nova go supernova

44
Warrant of arrest authorised for Media Nova’s Vaughan

Warrant of arrest authorised for Media Nova’s Vaughan

41
Social media platforms are replacing Google

Social media platforms are replacing Google

May 8, 2025
CMO to CEO​: 10 top tips from those who’ve done it

CMO to CEO​: 10 top tips from those who’ve done it

May 8, 2025
Media moves: Bonang’s House of BNG pops at launch, WPP launches empowerment initiative for women leaders in SA, MTF goes live

Media Moves: IAS off to AdForum, Lindsey Rayner new MD of Levergy, applications open for Digify Pro Online 2025

May 8, 2025
Crisis Comms 101: Don’t just run to the lawyers

Crisis Comms 101: Don’t just run to the lawyers

May 7, 2025

Recent News

Social media platforms are replacing Google

Social media platforms are replacing Google

May 8, 2025
CMO to CEO​: 10 top tips from those who’ve done it

CMO to CEO​: 10 top tips from those who’ve done it

May 8, 2025
Media moves: Bonang’s House of BNG pops at launch, WPP launches empowerment initiative for women leaders in SA, MTF goes live

Media Moves: IAS off to AdForum, Lindsey Rayner new MD of Levergy, applications open for Digify Pro Online 2025

May 8, 2025
Crisis Comms 101: Don’t just run to the lawyers

Crisis Comms 101: Don’t just run to the lawyers

May 7, 2025

ABOUT US

The Media Online is the definitive online point of reference for South Africa’s media industry offering relevant, focused and topical news on the media sector. We deliver up-to-date industry insights, guest columns, case studies, content from local and global contributors, news, views and interviews on a daily basis as well as providing an online home for The Media magazine’s content, which is posted on a monthly basis.

Follow Us

  • twitter
  • threads

ARENA HOLDING

Editor: Glenda Nevill
glenda.nevill@cybersmart.co.za
Sales and Advertising:
Tarin-Lee Watts
wattst@arena.africa
Download our rate card

OUR NETWORK

TimesLIVE
Sunday Times
SowetanLIVE
BusinessLIVE
Business Day
Financial Mail
HeraldLIVE
DispatchLIVE
Wanted Online
SA Home Owner
Business Media MAGS
Arena Events

NEWSLETTER SUBSCRIPTION

 
Subscribe
  • About
  • Advertise
  • Privacy & Policy
  • Contact

Copyright © 2015 - 2023 The Media Online. All rights reserved. Part of Arena Holdings (Pty) Ltd

No Result
View All Result
  • Home
  • MOST Awards
  • News
    • Awards
    • Media Mecca
  • Print
    • Newspapers
    • Magazines
    • Publishing
  • Broadcasting
    • TV
    • Radio
    • Cinema
    • Video
  • Digital
    • Mobile
    • Online
  • Agencies
    • Advertising
    • Media agency
    • Public Relations
  • OOH
    • Events
  • Research & Education
    • Research
    • Media Education
      • Media Mentor
  • Press Office
    • Press Office
    • TMO.Live Blog
    • Events
    • Jobs

Copyright © 2015 - 2023 The Media Online. All rights reserved. Part of Arena Holdings (Pty) Ltd

Welcome Back!

Login to your account below

Forgotten Password?

Retrieve your password

Please enter your username or email address to reset your password.

Log In

Add New Playlist

Are you sure want to unlock this post?
Unlock left : 0
Are you sure want to cancel subscription?