Like it or loathe it, Australian Prime Minister Tony Abbott has moved into government with a firm “less is more’’ policy when it comes to media relations.
He has minimised comment on issues pressing the nation and has continued to enforce the strong discipline on coalition MPs media interactions that proved so successful in the campaign.
Given the increasingly presidential nature of our political contests, in opposition and during the election campaign it was nearly impossible not to hear from Tony Abbott on almost any issue.
But once in the top job, the sound was switched off.
The most obvious example has been a move to weekly briefings on asylum seeking boat arrivals, a tactic that has significantly reduced media coverage of the issue.
The PM himself has been accused of becoming the invisible man and his media team has closely controlled the messages emanating from the senior leadership team and other government MPs.
The PM argues it is a policy of communicating matters of substance, not thought bubbles.
Conveniently it is also a tactic that seeks to present a united voice for his government.
One view is that the minimum media comment strategy will help project a brand of government that is results-driven and not headline-focused.
This stands in stark contrast to the way Labor governed in office: it was loudly criticised for saying too much and doing too little.
The accusation was a self-obsessed government of too much talk and too little successful action.
Kevin Rudd as PM even presented an image of himself as the little Aussie bleeder, tweeting a “selfie’’ of himself sporting a shaving cut.
For now, with a government in its infancy and an exhausted electorate sick of hearing about politics, the Prime Minister’s strategy may well work. He has bought himself time – without the unnecessary distractions of endless on-the-run press conferences – to get on with the job of running the country.
Of course some issues will quickly develop outside of any government’s control, as well demonstrated by the Indonesian spying kerfuffle and even in that case the government minimised comment.
But the fact remains that there is a natural time limit on a tight-lipped policy for any government – until they have to start campaigning for reelection.
Depending on how effective the opposition is, that is when, as they say in the media game, the switch gets thrown to vaudeville.
It is likely that the Prime Minister and his media advisers remember the famous front-page headline in the Herald Sun credited with helping bring down Jeff Kennett’s Victorian Government
“Kennett’s campaign order: SILENCE’’, it read.
The paper had revealed that Kennett had gagged his Ministers and MPs from discussing policy with the press and shortly after those headlines ran, Steve Bracks unexpectedly swept to power in Victoria.
One man in Australia is probably watching the Abbott strategy with more interest than most and that would be the newly minted and media savvy Opposition Leader, Bill Shorten.
Shorten’s profile and popularity were possibly never higher than when, as the National Secretary of the AWU, he took the reins to provide the media with daily briefings on the Beaconsfield mine disaster.
As Opposition Leader, as far as the media is concerned, we have yet to see him kick into high gear.
In the meantime a few grumpy journalists being weaned off the minute-by-minute briefings, almost three years from the next election, is unlikely to be enough motivation for the government to change its current media management strategy.
Media relations and the sound of silence – is it golden?
Like it or loathe it, Australian Prime Minister Tony Abbott has moved into government with a firm “less is more’’ policy when it comes to media relations.
He has minimised comment on issues pressing the nation and has continued to enforce the strong discipline on coalition MPs media interactions that proved so successful in the campaign.
Given the increasingly presidential nature of our political contests, in opposition and during the election campaign it was nearly impossible not to hear from Tony Abbott on almost any issue.
But once in the top job, the sound was switched off.
The most obvious example has been a move to weekly briefings on asylum seeking boat arrivals, a tactic that has significantly reduced media coverage of the issue.
The PM himself has been accused of becoming the invisible man and his media team has closely controlled the messages emanating from the senior leadership team and other government MPs.
The PM argues it is a policy of communicating matters of substance, not thought bubbles.
Conveniently it is also a tactic that seeks to present a united voice for his government.
One view is that the minimum media comment strategy will help project a brand of government that is results-driven and not headline-focused.
This stands in stark contrast to the way Labor governed in office: it was loudly criticised for saying too much and doing too little.
The accusation was a self-obsessed government of too much talk and too little successful action.
Kevin Rudd as PM even presented an image of himself as the little Aussie bleeder, tweeting a “selfie’’ of himself sporting a shaving cut.
For now, with a government in its infancy and an exhausted electorate sick of hearing about politics, the Prime Minister’s strategy may well work. He has bought himself time – without the unnecessary distractions of endless on-the-run press conferences – to get on with the job of running the country.
Of course some issues will quickly develop outside of any government’s control, as well demonstrated by the Indonesian spying kerfuffle and even in that case the government minimised comment.
But the fact remains that there is a natural time limit on a tight-lipped policy for any government – until they have to start campaigning for reelection.
Depending on how effective the opposition is, that is when, as they say in the media game, the switch gets thrown to vaudeville.
It is likely that the Prime Minister and his media advisers remember the famous front-page headline in the Herald Sun credited with helping bring down Jeff Kennett’s Victorian Government
“Kennett’s campaign order: SILENCE’’, it read.
The paper had revealed that Kennett had gagged his Ministers and MPs from discussing policy with the press and shortly after those headlines ran, Steve Bracks unexpectedly swept to power in Victoria.
One man in Australia is probably watching the Abbott strategy with more interest than most and that would be the newly minted and media savvy Opposition Leader, Bill Shorten.
Shorten’s profile and popularity were possibly never higher than when, as the National Secretary of the AWU, he took the reins to provide the media with daily briefings on the Beaconsfield mine disaster.
As Opposition Leader, as far as the media is concerned, we have yet to see him kick into high gear.
In the meantime a few grumpy journalists being weaned off the minute-by-minute briefings, almost three years from the next election, is unlikely to be enough motivation for the government to change its current media management strategy.
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VicRoads waits for the horse to bolt?
By John Kananghinis
The recent tragic accident involving an out-of-control fuel tanker in Sydney and resulting in two deaths appears to have spurred some alarming claims by VicRoads.
Inspections of the remainder of the truck company’s fleet have resulted in over 90 groundings. This raises the question as to why these trucks were on the road in the first place if regular inspections were carried out by VicRoads? There is now an obvious communication issue for VicRoads, as well as for the company.
As for the trucking company, Cootes, there has been little word from them in any of the media reporting of the tragedy.
This again highlights the need for all types of organisations to have a thorough risk assessment and issues management process, as well as a supporting crisis communication plan. These processes become all the more relevant within organisations with such high levels of exposure.
Even without such extreme risks as this incident has exposed, operating without such disciplines is “brave” indeed where there is any possibility of individual or community harm.
JK
New survey shows Australian motor shows are dead. Budget to digital or events
By John Kananghinis
In the wake of recent decisions by organisers to cancel both the 2013 Australian Motor Show in Melbourne and the planned 2014 Show in Sydney, ICG surveyed marketing leaders in the automotive industry on marketing trends.
The results deliver bleak news for organisers of any future traditional motorshows in Australia, indicating a definite shift to customer experience events and greater digital and social media engagement.
It does not appear there will be any bonus for traditional advertising as a result of the death of local motorshows. The bulk of that money looks to be headed online.
The group participating in the survey represented over 70% of the passenger car and SUV market by volume. Of those, 80% of respondents do not believe that traditional motorshows are still a valuable and viable marketing tool in Australia.
Unsurpirsingly, only 20% of the brands indicated they would be ‘most likely’ to participate in any future motorshows, should they be resurrected.
By contrast, 70% said it was most likely that they would look at staging some type of customer experience event of their own, with the only caveat being that most believed that their dealers could be more involved in such brand specific events.
On the other hand, all believed that social media would play a strong role in future marketing. A high 80% expected their digital/online media spend to grow in the near future. With overall automotive marketing budgets under ongoing pressure, this is likely to be of significant concern to the purveyors of traditional media advertising.
With our industry experience we knew there was a change of views. Now the survey results are confirmation that for a market of our size, the traditional motorshow is a thing of the past. The dollars required to be present just can’t be justified when there are many more direct ways to get product in front of customers, both in person and online.
The growing importance of a strong digital presence and the opportunities offered by social media are obviously capturing auto marketers’ attention. There is still a desire to get ‘bums on seats’, but brand or sector specific customer experience events are seen to be more focussed and cost effective options than traditional ‘big barn’ shows. The survey results suggest that the intersection between such events and the digital space may be the new fertile auto marketing ground.
Other key insights to emerge from the survey include the view that sports and arts sponsorships were seen as having almost equal importance, yet there is a 30% gap in the number of companies with active arts sponsorships versus sports sponsorships. This may point to an opportunity for well-structured arts sponsorships to get some attention. Conversely, it could also be bad news for sports sponsorships with poor ROI.
The full survey also covers customer loyalty issues, including perceptions of CRM performance at dealer level, integration of maturing finance contract follow-ups ,and the effectiveness of mystery shopping programs.
The results of the survey (in which the responses were non-attributable) can be obtained on request by clicking here
ICG has developed a suite of support offerings in strategic counsel, research, digital strategy, experiential event and target audience activities that can help brands navigate the changing marketing landscape. The consultancy draws on three decades of experience in the automotive industry.
For information regarding our suite of offerings contact us to discuss the tools available to your organisation.
JK