Silver Spike
CategoryB01. Challenger Brand Strategy
Media Placement MINDSHARE Sydney, AUSTRALIA
Production SWEETSHOP Auckland, NEW ZEALAND
Production 2 NIMBLE Auckland, NEW ZEALAND
Post Production BIG TREE STUDIOS Auckland, NEW ZEALAND
Additional Company BIG TREE STUDIOS Auckland, NEW ZEALAND


Name Company Position
Stephen England-Hall Tourism New Zealand Chief Executive Officer
Brodie Reid Tourism New Zealand Director Marketing
René de Monchy Tourism New Zealand Director of Commercial
Lauren Vosper Tourism New Zealand Global Manager, Public Relations and Major Events
Jill Chestnut Tourism New Zealand Global Brand and Content Manager
Jamie Reid Tourism New Zealand Senior Brand and Content Specialist
Ella Frater Tourism New Zealand Brand and Content Manager
Danelle Murphy Tourism New Zealand Brand and Content Coordinator
Tansy Tompkins Tourism New Zealand Global Manager Trade Marketing
Anna Basten Tourism New Zealand Campaign and Conversion Specialist
Chloe Hedley Tourism New Zealand Digital Campaign & Content Manager
Namrta Malik Tourism New Zealand Product Owner - Consumer & Corporate
Shweta Yadav Tourism New Zealand Digital Content Specialist
Tony Bradbourne Special Group New Zealand CEO/CCO
Rory Gallery Special Group New Zealand Head of Strategy
Michael Redwood Special Group New Zealand Managing Partner
Storm Day Special Group New Zealand Head of Client Service
Stu Mallarkey Special Group New Zealand Executive Creative Director
Daisy Conroy-Botica Special Group New Zealand Social & Brand Strategist
Sandra Daniel Special Group New Zealand Group Business Director
Pip Shepherd Special Group New Zealand Group Business Director
Amelia Daly Special Group New Zealand Senior Business Director
Bonnie Shum Special Group New Zealand Account Director
Tess Cranfield Special Group New Zealand Account Management
Rachael Williams Special Group New Zealand Account Management
Isabeau Brimeau Special Group New Zealand Business Manager
Callum Orr Special Group New Zealand Strategist
Katie Mortensen Special Group New Zealand Head of Film Production
Heath Lowe Special Group New Zealand Executive Design Director
Tom Martin Special Group Australia Executive Creative Director
Julian Schreiber Special Group Australia Executive Creative Director
Jack Nunn Special Group Australia Creative Director
Nils Eberhardt Special Group Australia Creative Director
Cade Heyde Special Group Australia Managing Director
Lindsey Evans Special Group Australia CEO
Celia Garforth Special Group Australia Strategy Director
Michelle Braslin Special Group Australia Account Management
Sinead Kelly Special Group Australia Account Management
Nick Lilley Special Group Australia Producer
Sharon Gray Special Group Australia Digital Production
Jesse McCallum Special Group Australia Digital Production
Dylan Pharazyn Sweetshop Director
Charlotte Evans Sweetshop Director
Mark Burrows Sweetshop Director
Zoe McIntosh Sweetshop Director
Fiona King Sweetshop Managing Director
Ben Dailey Sweetshop Executive Producer
Andy Mauger Sweetshop Producer
Ben Chesters Sweetshop Editor
Alex O'Shaughnessy Sweetshop Editor
Nathan Pickles Sweetshop Editor
David McLaren Sweetshop Colourist
James Corden Sweetshop Online
Tony Bradbourne Nimble Director
Katie Mortensen Nimble Producer

Why is this work relevant for Creative Strategy?

This is the story of how Tourism New Zealand used a powerful strategic insight to reclaim New Zealand’s uniqueness and take the brand to new heights. Challenges arose with the ‘100% Pure New Zealand’ platform: other destinations were emulating us, so the brand was losing its unique emotional connection with travellers. This creative strategy overcame that. Across every key market, love for New Zealand, destination consideration and intent to book increased as a result of this campaign, setting our little island nation up for strong long-term success.


Tourism New Zealand’s ‘100% Pure New Zealand’ brand platform has established NZ as the ultimate destination for natural landscapes for the past 20 years. Despite the long-term success of this campaign, many of our competitors were beginning to emulate our simple strategy of showing off New Zealand’s stunning scenery (and significantly outspend us while doing so). Our challenge became: how do we evolve and elevate ‘100% Pure’ in a new way to reclaim our uniqueness and grow NZ’s consideration as a holiday destination? OBJECTIVES Our objectives that would prove we’d done this were three-fold: - Grow affinity for New Zealand - Which grows the number of people actively considering a New Zealand holiday - While delivering an incremental lift in visitors ultimately returning a commercial payback to NZ

The Interpretation of the Challenge (30% of vote)

Two decades of ‘100% Pure New Zealand’ brand building meant when people thought of “New Zealand,” they recalled world-class, raw beauty. But it was this success that lead to our challenge… CHALLENGE 1: COMPETITORS WERE EMULATING US Beautiful landscapes were commonplace across tourism advertising. Everyone was presenting a pretty postcard picture of their country, and it was looking a lot like ours. CHALLENGE 2: COMPETITORS WERE EMULATING US To counter copycats, Tourism New Zealand was focussing on overcoming logistical ‘planning barriers’ to convince people to book. Messages like ‘Everything Close’ had become too rational, and was eroding our emotional connection with travellers. THE JOB-TO-BE-DONE NZ had lost some of its uniqueness and others had caught up. We needed to surface something that made NZ truly unique. Something that would be difficult for competitors to credibly replicate.

The Insight / Breakthrough Thinking (30% of vote)

On our strategic journey to uncover a powerful insight resulting in the biggest marketing shift in TNZ’s last 20 years, we uncovered research revealing what travellers loved most about their visit. We found they came for the landscapes, but left raving about the people. MANAAKITANGA IS THE HEART OF KIWI HOSPITALITY The reason why was the powerful Māori value ‘manaakitanga.’ Manaakitanga — showing unconditional respect, generosity and care to all — strongly influences the hospitality Kiwis practice. BECAUSE OF THIS, KIWIS GO TO RIDICULOUS LENGTHS TO SHOWCASE THEIR HOSPITALITY It’s common for Kiwis to lend travellers the keys to their car or their beach house. Kiwis do this because they’re touched by the great effort they’ve made to get here. THE STRATEGIC BREAKTHROUGH Kiwis are a warm, welcoming people and their embrace of manaakitanga means they go to ridiculous lengths to welcome visitors, ensuring they enjoy their time in NZ.

The Creative Idea (20% of vote)

Our big idea was to create an ambitious global gesture of welcome. So, we gave Kiwis the official role of greeting the entire world each new day with a ‘Good Morning.’ Given the ridiculous lengths Kiwis go to to welcome visitors, it wouldn’t be good enough to just say Good Morning World a few times a year in campaign bursts. Critical to our idea was going to ridiculous lengths to make the world feel welcome by saying it every single morning for an entire year. CREATIVE STRATEGY The creative strategy was to greet the world with a different ‘Good Morning’ every morning, for an entire year — 365 Kiwis sharing the things and places they love, in completely unscripted, personal messages, showcasing what they were up to from their little part of New Zealand, inviting travellers to come on down and experience NZ’s people and places for themselves.

The Outcome / Results (20% of vote)

GMW ran globally across TNZ’s key markets, generating great success worldwide across every key brand measure. Did Good Morning World grow love for New Zealand? Yes, it did. When GMW went live, after three years of stasis, appeal for New Zealand grew in all markets — especially among Aussies, climbing to 66% (+6pts), smashing a three-year target. Did Good Morning World grow the number of people considering a New Zealand holiday? Yes, it did. Tracking pre-lockdown showed consistent advances of consideration, increasing between +3pts to +9pts. And despite our border closure from March-onwards, we saw strong preservation of consideration well into the end of June, ensuring our objective was broadly achieved. Did Good Morning World deliver a commercial payback to New Zealand? Yes, it did. Despite the effects of COVID-19 on international tourism, Good Morning World delivered an ROI of $9:16 for every dollar spent.

Please tell us about the challenger brand and how your campaign challenged / was different from your competitors

With an SOV of just 0.3% the worldwide destination marketing/tourism category, and recognising that Tourism New Zealand’s ambition outweighed its resource, it was us against the world. So to win big in a pond full of much bigger fish, we needed to challenge the typical tourism advertising approach of presenting a pretty postcard of the country that so many of our competitors followed. The innovation of creating a campaign of 365 individual films (instead of one big one) to share with the world every day was huge, shifting from the expected epic landscapes, to showcasing the epic Kiwis who make those landscapes so welcoming. In the process, we flipped traditional tourism advertising on its head and generated incredible results because of it.