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It’s been seven years since the University of NSW first dipped its toe into martech waters, a move its marketing and digital experience director, Sofia Lloyd-Jones compares to going from dial-up broadband to full fibre. Thanks to solid progress in the first wave of martech innovation, plus concerted efforts to unite the tertiary education behind ‘lifelong learning’ as the next growth opportunity, she’s now cracked open a whole-of-organisation master data platform investment anticipated to help UNSW navigate the snakes and ladders game of international student recruitment caps and restrictions – as well as AI’s disruptive impact on what it means to even learn and build capability in the near term.

It’s been seven years since the University of NSW first dipped its toe into martech waters, a move its marketing and digital experience director, Sofia Lloyd-Jones compares to going from dial-up broadband to full fibre. Thanks to solid progress in the first wave of martech innovation, plus concerted efforts to unite the tertiary education behind ‘lifelong learning’ as the next growth opportunity, she’s now cracked open a whole-of-organisation master data platform investment anticipated to help UNSW navigate the snakes and ladders game of international student recruitment caps and restrictions – as well as AI’s disruptive impact on what it means to even learn and build capability in the near term.

“Powering a commercial playbook” – that’s the job Treasury Wine Estates digital, data and technology chief and former CMO, Kate Whitney, sees her technology team needing to play. And that means helping the marketers not just build brand stories, but demand power. With more than half of marketing leaders still struggling to forge a relationship with their technology counterparts, here’s how Whitney and Penfolds CMO, Kristy Keyte, have found a way to get their teams not only collaborating, but aligned on business and customer outcomes.  

Coles and Woolworths are among a growing and diverse set of retailers injecting hundreds of millions into private-label range expansion – not just for revenue growth, but customer stickiness, trust and loyalty. They’re no longer just chasing price-conscious consumers: Today’s own brand strategies are leveraging every lesson from the brand playbook to win from value to premium tier, utilising quality product credentials, growing first-party data insights, category diversification and co-brand partnerships while also tapping into future-forward trends such as health and wellbeing, blurred work/home lifestyles, sustainable sourcing, changing consumer behaviours and preferences to innovate. It’s working. Circana figures show 4.8 per cent year-on-year growth across CPG/FMCG to $46bn in annual private-label sales last year. Complementary research shows 95 per cent of Aussie consumers are now open to buying private-label brands, and exclusive research supplied to Mi3 reveals broad familiarity and emerging motivators for own brand purchases. Even more significantly, Gen Z and Millennials are increasingly being swayed to consider private-label products. Here’s the lowdown on why and how retailers are making private-label the next big brand success story, and what name brands should attempt to fight back.