I now work out of a school that looks like this. It’s fucked. You’re up each other’s arseholes all day, private space is at a premium and everyone books breakout spaces for days on end and you get fucked over. And this is a fucking school - I can’t imagine how fucked this setup is going to be for the remaining employees.
Basically, I’d rather be working from home if this was the setup. These places are designed by hipster fuckwits who need to be eviscerated at the earliest possible opportunity.
someone needs to get laid
You two think I’m kidding?
Small spaces aren’t necessarily conducive to any sort of meaningful output if its not done properly. Anyone who is expecting people to work in this sort of space in a post-COVID world is a fucking idiot.
I was joking, but yes it’s too cramped. This works better in smaller scale offices with perhaps 1-2 rows not a whole room with hundreds of people.
According to The Australian, Nine’s executive, programming, marketing, legal and production areas are all moving into 1 Denison St today. The Sydney newspapers will move in August, and television news will move in October. It still hasn’t been decided, apparently, if 2GB and 2UE will move or stay where they are, located beside 10.
Which leads me to ask … Ray Hadley always referred to the building 2GB is in as the Alan Jones Building. I wonder if the name has now changed? 
Looks like some new branding? Perhaps a potential hint at new on-air presentation? Seems to hint at a renewed focus on the 9 balls.
It’s part of the coportate branding I would assume and not on air.
Nine’s corporate brand colour seems to be black now, with a mix of the light blue, so this doesn’t look anything new tbh.
I’d just say something that’s been updated since their new premises, and maybe not something we’ve seen much of before.
Nine chief executive Hugh Marks is excited about a new “creative campus” in North Sydney that will bring together people from Nine and Fairfax for the first time since the 2018 merger of the two companies.
Nine and staff from former Fairfax publications The Australian Financial Review and The Sydney Morning Herald will move to the new offices at 1 Denison St in North Sydney in coming months.
Mr Marks moved into his new office, along with the majority of his executive team, on Monday.
“It’s got all the technology that you could want for the next 50 years of what this business will be. It’s completely fitted out so everybody can publish from their desk,” Mr Marks said.
The Big Ideas Store, Powered by Nine, is now open, returning for its third year with a jam-packed lineup of virtual events, workshops, research studies and speakers celebrating BIG IDEAS and BIG THINKING that make advertising famous.
Normally presented as a pop-up store in Sydney and Melbourne, The Big Ideas Store has gone virtual for 2020. Running across two weeks, The Big Ideas Store showcases the way Powered, Nine’s marketing solutions division, can leverage creativity across a variety of platforms.
Week one will tackle topics ranging from talent that know their audience; creative effectiveness; unpacking research on e-fan-gelism and what’s in store for Christmas 2020 and the key to success in radio. The week will wrap up with a trivia challenge, with quiz masters Karl Stefanovic and Richard Wilkins challenging attendees to try their hand at the iconic Good Weekend quiz.
Week two of The Big Ideas Store will kick off with a yoga session, encouraging attendees to take a well-deserved mindfulness break before jumping into sessions on the power of visual storytelling; how to create best in class content integration; exploring data and examining research on the role of echo chambers in Australia.
The Big Ideas Store will conclude with the Great Debate, back by popular demand, which will see two teams debate purpose-driven marketing: for Love? Or for Money? Register to see Liana Dubois, Director of Powered; Nicola Lewis, Chief Investment Officer Group M; Tom Roach, Executive Strategy Director Adam & Eve; Ryan France, Executive Director of Kantar; and, Sunita Gloster, Founding Partner Gloster Advisory battle it out.
“Since the first Big Ideas Store in 2019, Powered has evolved and taken shape around three key areas – strategy, content and studios – which we are best able to leverage to help clients achieve their big ideas and make them famous,” Liana Dubois, Director of Powered, said.
“This year we are showcasing that evolution and the opportunities through our television brands like Channel 9 and 9Now, our leading publishing brands like The Sydney Morning Herald, The Age and The Australian Financial Review, and our leading radio brands 2GB, 3AW and 4BC.”
The Powered marketing team has been built specifically to help brands grab hold of big marketing moments that can be amplified through amazing content.
“Our team of creative thinkers develop the solution to your challenge. We work with clients to gain a deep understanding of your business and what you stand for, enabling us to select the right environments across our storytelling ecosystem,” said Dubois.
“Every step of the way, Powered can help brands realise their marketing dreams. Whether you are looking for help strategically with cultural or consumer insights, a deeper understanding of advertising effectiveness, creative development and production, content integration, content marketing know-how or implementation expertise, Powered can be an end-to-end solution – or a key piece of the puzzle on your way to amazing, marketing-led outcomes.”
New research has revealed Australia’s fan industry is worth $4.3 billion, with 28 per cent of Australians considering themselves fans of something, representing an opportunity for brands to engage with new audiences to unlock growth.
The independent study conducted by the human and cultural strategy team of FiftyFive5 and Nine’s marketing solutions division, Powered, spoke to 1,400 people across 35 different fandoms in Australia to discover what they do, when they do it, why they do it, and how the marketing industry can effectively tap into it to make brands grow.
Released today at Powered’s Big Ideas Store, the research revealed Australian fans each spend on average $909 per year on their particular fandom, with the fan industry worth $4.3 billion.
The research revealed that at the heart of each fandom lies a core value, with fans connecting with that value on an emotional level, rather than the specific subject matter of the fandom.
While the research acknowledged that few brands are successful in creating their own fandoms, it did suggest a brand can be a fan itself and connect with valuable customers through shared fandoms.
To do so, a brand needs to exhibit the three core ingredients of fandom: participation, investment and dedication, while also proving a value alignment. As well as that, brands must learn and abide by the rules of fandom.
“There is a real opportunity to tap into this largely untapped $4.3 billion industry, but brands have to be prepared to put in the effort, just like the fans they are trying to reach,” said Toby Boon, Powered’s Director of Strategy, Insights and Effectiveness.
“Ten per cent of fans are getting tattoos of their fandom, seven per cent are naming their children after it. These are the lengths fans go to in order to prove their fandom.”
Brands have the opportunity to align with either mainstream or challenger fandoms. Just like mainstream brands, mainstream fandoms uphold the status quo and support and promote the norms of the category or the world. Challenger brands, like
challenger fans, subvert and try to change the rules and norms of the category or the world in order to become more accepted.
While challenger fandoms are less popular and socially accepted they make up a sizeable cohort of the Australian fan base, with one in three classed as challenger fans.“For brands, there lies a real opportunity in taking a fandom from challenger to mainstream based on the fandom being able to borrow the mainstream equity of the brand,” said Boon.
Not seen that Dotty Powered logo before.
10 July 2020: Nine Entertainment (ASX:NEC) advises that Paul Koppelman has resigned for personal reasons including the recent death of a family member. The resignation is effective immediately. Graeme Cassells, currently Group Financial Controller, will take on the role of acting CFO.
Nine will be releasing its FY20 result on 27 August. Preparation of the final year accounts is well progressed. Subject to completion and auditing, at this stage, Nine is expecting to report Group EBITDA (pre Specific Items and post AASB16) in the range of $390m-$410m for its continuing businesses. Wholly owned net debt at 30 June, 2020 is expected to be c$300m.
It happened last week on the beach at Byron Bay, and he is now recovering.
There had been suggestions that Gyngell might be tempted to take over as Nine boss for a third time given recent rumours of board unhappiness over the performance of Hugh Marks, but The Australian points out that that is looking more and more unlikely now. Gyngell seems ensconced living at Byron Bay where he also has some property investments.
Hasn’t Marks done a great job in the past few years? Seems the company is going from strength to strength IMO.
Was that due to the work and streamlining that Gyngell did before he left?
He left a platform to build on.
For the record; it’s an assumption.
