Every agency has talented people, strong opinions and a different way of approaching the world.
Ours starts with a passionate curiosity.
Curiosity about businesses. Curiosity about people. Curiosity about what drives behaviour, creates growth and builds enduring brands.
We've always believed that the better you understand a client's business, customers and ambitions, the better the work will be. It sounds simple, but after years in this industry, I've become convinced that asking the right questions is often more valuable than having the quickest answers.
Contagion was founded in 2010 and remains independently owned and partner led today. Our founder, Dean Taylor, is a former CEO of Saatchi & Saatchi New Zealand and a graduate of the London School of Economics.
Those experiences helped shape the agency, but what guides us every day is a belief that marketing should create genuine business value, not simply marketing activity.
That means spending time understanding the challenge behind the brief. Sometimes a client comes to us looking for a campaign. Sometimes they need a stronger brand position, a clearer proposition, a more effective media strategy or a fresh way of thinking about growth.
The solution is rarely obvious at the beginning, which is why we place such value on strategic thinking and collaboration before rushing towards answers.
Today, Contagion works with commercial organisations, government agencies and not-for-profit organisations throughout New Zealand and internationally.
Some are established market leaders looking for new growth opportunities. Others are challenger brands looking to compete more effectively. What connects them is a desire to solve important problems and a willingness to think differently about how they do it.
One of the reasons clients choose to work with us is our integrated approach. Strategy, creative, media and digital specialists work together from the beginning rather than operating as separate disciplines.
Customers experience brands as a whole, so we've always believed the thinking behind them should be connected too. Bringing those capabilities together helps create smarter solutions, stronger alignment and better outcomes.
We're also passionate about the marketing profession itself.
Dean is a regular columnist for the New Zealand Marketing Association, sharing perspectives on marketing effectiveness, business growth and the role brands can play in creating competitive advantage.
We enjoy ideas, debate and continuous learning because the industry never stands still.
Relationships matter just as much as capability. Some of our client partnerships have lasted for many years.
Trust takes time to build, and we've found the best work often comes from long-term relationships where clients and agency teams can challenge each other openly, share ambitions and work through complex problems together.
Over the years our work has been recognised through industry awards, which we're proud of. Awards are rewarding, but they're not the reason we're here. We're far more interested in helping clients grow, succeed and build stronger organisations over the long term.
Then there are the dogs.
Visitors to the office quickly discover that a number of four-legged team members have made themselves quite at home. They have little interest in marketing strategy, contribute selectively to meetings and are generally more focused on treats than business objectives.
They do, however, make the office a happier place and serve as a useful reminder that while we take our clients' challenges seriously, taking ourselves too seriously is rarely productive.
Perhaps that's what sits at the heart of Contagion.
We're curious about business, passionate about ideas and ambitious for our clients. We believe good relationships lead to better conversations. Better conversations lead to better thinking. And better thinking leads to better outcomes.
That's how we've approached our work since 2010, and it's how Contagion continues to help organisations build stronger brands, grow customers and create long-term business value today.
We were stoked to be featured in Campaign Brief's The New Wave Q&A series, which spotlights the next generation of independent creative companies and explores how the indie model is evolving.
Originally published by Campaign Brief, the interview below features Contagion's Founder and CEO, Dean Taylor, sharing his perspective on integration, independence, AI, and why clients are increasingly looking for better-connected agency partners.
How four years of economic pressure created new habits, new expectations, and a new definition of value.
I think marketers might be looking at the wrong thing.
Everyone is watching the recovery numbers while consumers have spent the last few years quietly retraining themselves on how to buy.
I’ve been digging into some of the latest New Zealand consumer research, and there are some fascinating signals emerging. TRA’s work with Te Ara Ahunga Ora Retirement Commission found that 56% of New Zealanders describe themselves as financially uncomfortable. Another finding showed 76% would rather save for a major purchase than take on debt, while 83% say they carefully consider purchases before making them.
The statistics aren’t actually the interesting bit.
What interests me is what happens when half the country spends three or four years thinking differently about money. That’s long enough to change habits. Long enough to challenge assumptions. Long enough to create new rules for how people make decisions.
I don’t think we’re talking about temporary behaviour changes anymore.
I think we’re looking at a permanent shift in how people assess value.
Like most people, the last few years have made me much more conscious of where money goes. I know exactly where to get the best meat, who has the best value produce, what makes sense to buy online and what I should grab from Pak’nSave. What’s interesting is that I don’t see any of that as a compromise. A few years ago, I probably would have. Today it just feels like common sense. More than that, it feels like a better decision.
That got me thinking about other parts of my life. I’ve been a Land Rover fan for years. My old Range Rover Sport is basically part of the family. What has surprised me recently is finding myself looking at brands like Denza and GWM. A few years ago, I wouldn’t have even considered them. Now I find myself thinking they’re actually pretty impressive. Once you start looking properly, some of the assumptions you’ve held for years start to get challenged.
AI feels similar. Very few people woke up one morning desperate to start using AI. Most started experimenting because they were busy, under pressure, and looking for ways to do more with the same resources. I’ve owned a business for 16 years and can see exactly why it’s taken off. What started as necessity quickly became habit because people realised it worked. We’re not going back from that.
The more I think about all of this, the more I wonder if we’re misreading what has happened over the last few years.
What if the recession didn’t reduce status seeking?
For a long time, status was closely linked to spending. The premium brand. The expensive car. The recognised badge. The assumption that paying more said something positive about you.
I’m not sure that’s where we are anymore.
What I’m seeing is that people increasingly get satisfaction from making better decisions.
Take KiwiSaver. Five years ago, most people couldn’t tell you much about the fund they were in. Today there are plenty of people who can. They’re looking at fees, performance and returns. Not because they’ve suddenly become financial experts. They just want their money working harder.
The same thing is happening across almost every category. People are questioning subscriptions they’ve had for years, looking differently at insurance, comparing providers and taking a harder look at where value actually sits. What’s fascinating is how quickly that way of thinking spreads. Someone starts by looking for a better grocery deal and before long they’re reviewing KiwiSaver, considering a different vehicle or trying a technology they would have ignored a few years ago.
The individual decisions aren’t really the story.
The mindset is.
What stands out isn’t the saving itself. It’s the feeling that comes with it. The feeling that you’ve made a good call, got better value than you expected, and made your money work harder. We all like feeling like we’re winning and, when times are tougher and money is tighter, those wins become surprisingly important.
McKinsey describes the emergence of the “resourceful consumer”, while NielsenIQ is seeing consumers become increasingly intentional in how they spend. Different language perhaps, but I think they’re observing the same thing. People have become much better at evaluating value and much less willing to pay for something simply because they’ve always paid for it.
Several years of financial pressure have created new habits, new expectations and new definitions of value. The cost-of-living crisis has effectively become one giant trial programme. People have tried brands, products, technologies and ways of doing things they might never have considered before. Some of those experiences challenged assumptions they had carried for years. Once that happens, it’s very difficult to go backwards.
These days I find myself asking a different question. It’s not whether I can afford something. It’s whether it’s actually worth it.
Those are two very different things.
That’s a much tougher environment for brands than the one we were operating in five years ago. It’s also a huge opportunity. The brands that do well over the next few years won’t be the ones waiting for consumers to return to old behaviours. They’ll be the ones that understand how consumers have changed while everyone else was busy watching the economy.
The economy will recover.
And if that’s true, then the next question becomes even more important. If consumers have spent the last few years questioning old assumptions, trying new options and redefining what value means, what does that do to loyalty?
That’s where I think the next shift begins.
There’s a comforting lie at the heart of a lot of marketing. That lie goes something like this: if we explain our product clearly enough, price it correctly, and hit the right audience, people will rationally choose us.
Put plainly, they won’t.
People don’t meet brands as neutral decision‑makers. They arrive carrying cognitive bias, emotional shortcutting and a quiet fear of getting it wrong. Most buying decisions are not delayed because customers are unconvinced. They stall because acting feels harder than staying put. This is why the most effective marketing does not rely on persuasion alone. Its real job is to reduce the psychological friction that prevents movement.
Behavioural psychology stops being academic at this point and becomes commercial. When marketing is designed around how decisions are actually made, efficiency rises, waste falls away & growth begins to compound.
The real competition isn’t another brand. It’s inertia.
Across very different categories, the same invisible opponent keeps appearing. That opponent is status quo bias. People stick with what they have not because it is good but because change feels risky or socially unsafe. The pattern is remarkably consistent.
In healthcare choices, patients delay action because the process feels intimidating and irreversible. Within construction and building products, specifiers default to what they have always used because choosing something new feels like personal exposure. In finance and verification, even small uncertainties trigger hesitation because the cost of a mistake feels asymmetric.
In each case, the barrier is not information. The blockage is fear of regret combined with the comfort of doing nothing.
Marketing that leads with purely superiority claims usually loses to that force. Marketing that removes effort and perceived risk is far more likely to win.
“Better the devil you know”
People dramatically overvalue what they are already doing and exaggerate the cost of switching.
This shows up as long sales cycles with no clear objections, polite satisfaction with mediocre solutions and trials that never quite begin.
Progress usually comes from making the first step small and reversible. Momentum increases when brands take on the hard work for the customer, whether that is onboarding, migration or setup. Results improve when change is framed as continuity rather than disruption.
In one healthcare‑related project, uptake increased sharply after reframing the action from switching providers to starting with a simple check. Nothing about the product changed, the psychological leap did.
“If I’m not sure, I’ll opt out”
When choices become difficult to compare, people do not deliberate more carefully, most people disengage.This pattern shows up powerfully in categories like travel insurance. Customers understand that protection matters, but abstract benefits and hypothetical risks make confident choice difficult. Postponement becomes the default response.
High consideration paired with low conversion is a common signal. Requests for more detail often lead nowhere. Complex propositions frequently underperform simpler counterparts.
Simplification changes everything here, choice needs to be structured, not expanded. Clear recommendations help far more than exhaustive explanations. Translating feature lists into a single confident outcome restores movement.
The work is not about dumbing down. Structured clarity is what removes uncertainty.
“I don’t want to be the one who made the wrong call”
The pain of a bad decision is felt more strongly than the pleasure of a good one.
Many purchasing delays are therefore reputation‑management strategies, especially in B2B contexts. People are rarely spending their own money alone. They are spending credibility as well.
Within finance and verification work, strong propositions often stall because decision‑makers subconsciously ask what happens to them if this choice fails.
Effective responses focus on containing downside. Guarantees need to feel human and meaningful, not contractual. Explaining what happens if something does not work builds confidence. Reframing inaction as a risk in itself can unblock stalled decisions.
Buying rarely happens because the upside sounds exciting. Action usually follows once the downside stops feeling dangerous.
“I’ll deal with this later”
Even motivated customers procrastinate when acting feels like effort now and the payoff sits somewhere in the future. That friction shows up clearly in areas like travel insurance and building decisions, where intent is there but today always feels inconvenient. Immediate benefit makes a difference.
Frictionless action paths matter more than polished messaging and real deadlines can help when they are grounded in reality rather than manufactured urgency.
Urgency without empathy feels manipulative, while urgency that removes hassle feels like help.
What this has to do with effectiveness
This is not behavioural theory dressed up as strategy. The same logic underpins decades of effectiveness thinking. Work by Les Binet and Peter Field shows that the most effective marketing balances long‑term brand building with short‑term activation. Brand building creates mental availability. Activation converts when the moment arrives.
Behavioural insight connects the two. Brands that consistently reduce psychological friction become easier to choose over time. Memory structures strengthen. Efficiency compounds.
A discipline that improves most marketing
Before writing creative, buying media or building funnels, three questions change outcomes fast.
Answering those questions shifts marketing away from explanation and towards enablement. Customers are already biased. Brands that grow stop fighting that reality and start designing for it.
We like to believe our values drive our decisions, especially when it comes to saving the planet. We say the right things, carry reusable bags, talk about carbon footprints, and genuinely care. But when we get to the checkout, most of us still default to the cheaper, easier, familiar option.
That gap between what we say and what we do isn’t because people are selfish or don’t care. It’s because our brains are wired in ways that quietly undermine good intentions. Behavioural psychology explains a lot of this. And if we’re honest, marketers already use these biases every day. We just haven’t applied them properly to sustainability.
The first issue is time. We’re wired for instant gratification. Climate change is, by definition, a long-term problem. Cost, convenience, and comfort are immediate. That’s why someone can genuinely want an electric car but still buy a petrol one. The environmental benefit sits somewhere in the future. The cheaper price and the refuelling convenience of petrol cars are right in front of them. Present bias normally works brilliantly for marketing. Sustainability, sadly, tends to be framed in a way that asks people to wait.
Then there’s loss aversion. We feel losses more intensely than gains. Paying more for a “green” product feels like a loss today, even if it saves money later. A $1 light bulb versus a $4 LED that saves $50 over its lifetime is the classic example. Rationally, the LED wins every time. Emotionally, that $3 difference feels painful and certain, while the future saving feels vague and far away. Telling someone it “pays off in five years” rarely overcomes that feeling.
We’re also deeply attached to the status quo. If something works well enough, we stick with it. The non-sustainable option feels normal and acceptable, so the sustainable alternative can feel unnecessary. Our brains quietly ask, “If nobody’s forcing this, why bother?” Without a compelling reason to change, the default always wins.
Finally, effort avoidance, this one costs brands more money than most people realise. Extra steps kill adoption. Another form, another decision, another thing to remember. Sustainability often feels like more work: sorting recycling, bringing a KeepCup, reading labels, figuring out what’s actually better. If a green option is even slightly harder to find or understand, people fall back to what they know. We don’t like complexity. We choose the path of least resistance.
The mistake we keep making is assuming that people need to care more. They don’t. They already care. What they need is for the sustainable option to work with how their brains already operate in terms of their purchasing behaviour.
That starts by pulling future benefits into the present. If something saves money long term, talk about what it saves this month or on the next bill. Offer immediate rewards where you can. An upfront discount, a bonus, something tangible now. Give people a reason to feel good today and let the long-term impact take care of itself.
We also need to flip how we frame value. Instead of talking about gains, talk about avoiding loss. “Stop wasting $300 a year on energy” lands harder than “save $300 over five years.” Show that sticking with the old option is what’s costing them money, comfort, or relevance. Nobody likes feeling ripped off or left behind.
Defaults matter more than persuasion. If the sustainable option is presented as the normal choice, most people will stick with it. Social proof helps here. Let people know that others like them are already making the switch.
Then there’s friction. Remove as much of it as possible. Put sustainable options front and centre. Make them easy to understand. Design products so people don’t have to change their behaviour at all. An appliance that’s energy-efficient out of the box. Packaging that’s recyclable without sorting. If behaviour change is required, make it rewarding. Points, perks, small wins. Effort plus reward beats effort plus virtue every time.
Finally, make it personal. Facts are necessary, but they’re not enough. Guilt and fear tend to backfire. Pride, satisfaction, and identity work better. Show how sustainability improves people’s lives: lower bills, simpler routines, more comfort, less stress. When buying green makes people feel smart, modern, and in control, they do it because they want to, not because they feel they should.
In a tough economy, people are focused on value and comfort. Conveniently, sustainable choices often deliver both. Energy efficiency cuts monthly costs. Reducing waste simplifies life. Hybrid work reduces emissions and gives people time back. These are real, immediate benefits. Our job as marketers is to make them visible.
The truth is, sustainable products don’t need special treatment. They need better marketing. Lead with what people care about today. When the eco-friendly option is just as easy, affordable, and rewarding as the old one, it stops feeling like a compromise. It simply becomes the smarter choice. Until doing the right thing for the planet also feels like the best deal for the customer, sustainability will always be a hard sell. In simple terms, put the consumer benefit first, but please take note of the psychology involved in the purchase decision.
Why is Christmas so special above all the other ‘new’ holidays? We might like Halloween, Easter or even Black Friday, but we don’t love them like the 25th December. The long lead-up, the decorations, music and traditions create sustained excitement, releasing dopamine and boosting happiness. It socialises you from a young age to expect and receive joy, how powerful is that?
For all of us, Christmas evokes comforting childhood memories of magic and family rituals, triggering a nostalgia that is incomparable. Social gatherings and acts of giving foster oxytocin, a neurotransmitter crucial for social bonding. This deepens feelings of love and trust. Sensory cues like lights, carols, and festive scents amplify joy, while the holiday’s timing at year’s end symbolises hope and renewal. As Albert Schweitzer said, “Happiness is the only thing that multiplies when you share it,” perfectly capturing the psychology of Christmas.
As you can see, I love Christmas. I’m a true believer. It’s an amazing time of the year we share stories, reminisce, and watch as the younger generation get transfixed into the traditions that make up this wonderfully family-orientated holiday.
Christmas is about the things that make you feel warm inside, bonding you to others and reminding you why this time of year is so special.
It is also a time, perhaps the only time, we look forward to ads. A great Christmas ad is something to talk about, something to share, and reflects the great gifting ritual of the holiday period. They remind us why we love this holiday above all others and tap into that special collective empathy that typifies what we call the Christmas Spirit. We need to remember that we are dealing with a stadium of positive emotions here, and putting your ad in this arena demands pin sharp sincerity and a little less of the overt commercialism. After all, we are inviting ourselves into people’s homes and want to be part of the conversation.
After reviewing around 50 festive ads from across the globe, I have to say that most were little more than blatant attempts to grab cash, with some tinsel thrown on top. All the ads I selected as favourites are from the UK; the Brits seem to get it right more often than others. I did look further afield, but this year there appear to be far more misses than hits.
There are several reasons for this. Firstly, most ads are simply too transactional; they are obvious money grabs, lacking any real charm. Secondly, they lack human insight and are merely a Christmas conveyer belt of goods for sale. Finally, and most importantly, they fail to deliver great storytelling - Christmas is a time for timeless stories we can all relate to.
I get it, we’ve been through hard times over the last few years and people need to sell stuff; but perhaps we need emotional closeness now more than ever. We need to see that people care and that includes marketers, by delivering the gift of great entertainment in the Christmas tradition.
Before we get into the ones that really hit the mark, there are a few noteworthy runner ups that just narrowly missed the cut. Boots the Chemist really tries with its Puss in Boots joke, but this wears a bit thin after the first 30 seconds. I bet it looked great as a script, but they really do bang you over the head with the reference. It’s beautifully produced though. The same goes for Aldi and their rather odd carrot execution; nice CGI, epic concept, shame about the story. Argos had an unusual toy ad, which could have been utterly charming, but to my mind had Chucky undertones, certainly not my cup of tea. Finally, Marks & Spencer had all the ingredients (literally everything) of a fabulous ad with Dawn French, but laid things on so thick that it just left you feeling like you had eaten too much Christmas dinner.
The Favourites
Tesco – Christmas Isn’t Perfect
A little seasonal conflict is all part of family life and it is nicely observed here. As marketers, we want to speak deeply to people and get a relationship, Tesco does human truths well told with a smile. This ad is part of a series and beautifully taps into familiar experiences that make us all dig deep with a happy sigh. The genius of it is that the executions shine a light on our imperfections. In doing this the advertiser gives us all a shared truth and meaning, the emotional benefit this brings is huge. Consumers will invariably say, this brand ‘gets me’. The Pictionary scene particularly made me laugh out loud.
https://www.youtube.com/watch?v=711Cq8_E0oI
John Lewis – Where Love Lives
As an exercise in brave marketing this is simply wonderful; I don’t mind admitting I had a tear in my eye for this. To get this level of emotion into a TV ad is absolute gold. John Lewis hits it out of the park with a difficult, but really commendable subject matter. Parents and kids have a long and winding road together, you might have had trying times with your kids or (like me) had a difficult relationship with your father. This ad hits the notes perfectly and still manages to get a well-placed but thoughtful commercial message in there. It works because of the amazing performances and the great writing. This is an exercise in getting a great director and being patient with the casting. The result for the brand is that a present bought from John Lewis will have more meaning and I bet a lot of people are proudly saying where they got their gift when they give them - just lovely.
https://www.youtube.com/watch?v=z1bRlnyQeDk
Barbour – Wallace & Gromit
This ad was a complete surprise to me as I researched this topic. It is super charming and who doesn’t love Wallace and Gromit? Barbour is renowned for its heritage, nostalgia, craftsmanship and meticulous detail, so this is a great brand fit. Perhaps the creator of Wallace and Gromit, Nick Park, puts it best: "Wallace & Gromit have always embodied warmth, eccentricity, and quintessential British charm, which makes them a wonderful fit for Barbour's Christmas storytelling.” It is made with oodles of love and the knowledge that these characters are part of traditional Christmas viewing. This was a risky strategy though - if they hadn’t treated the wonderful duo with integrity this could have totally backfired. As it stands, it’s a real treat and made me want one of those lovely scarves.
https://www.youtube.com/watch?v=X_6xpABXBM8
Waitrose – The Perfect Gift
This is the ad everyone is talking about and quite rightly so, it’s delightful. It’s a tribute to Love Actually, which is required Christmas viewing every year in the UK. What’s amazing is that they managed to get Keira Knightley, which immediately transports you into that wonderful emotional vortex. The rather comedic bearded bloke adds a super quirky performance. This works because it doesn’t actually want anything from you other than to put a smile on your face and make you feel good, that is the strategy. Again, it is using an iconic property, but products take a back seat to the story and the master brand is the winner. This is being talked about across the UK and you simply can’t buy that kind of publicity. However, if your marketing strategy, creative agency and dream casting align, perhaps you might get it for Christmas.
https://www.youtube.com/watch?v=wWeYKBXmCRs
What do all these ads have in common? They genuinely follow the traditions of the Christmas season, embracing goodwill and arriving with gifts. These ads bring people together and evoke a sense of joy about life. While they are created by commercial enterprises, we appreciate brands that make an effort to connect with us, reflect our identities, and help us understand our quirks. By doing so, they become part of the emotional tapestry of Christmas, where everyone benefits.
Merry Christmas everyone.
When the OCR dropped to 2.5% this month, it wasn’t just a financial shift, it was a signal. If you’ve got a mortgage (and believe me, I do), you felt it. That sigh of relief. But it wasn’t just about the numbers. It was something deeper. Something we haven’t felt in a while: optimism. And that feeling, more than any policy lever or economic model, is the most powerful force we’ve got to drive recovery. It’s what gets people moving again. It’s what gets businesses investing. And it’s what gets consumers spending. That’s where marketing comes in.
Let’s not sugarcoat it. This downturn has been hard. For many of us, it’s been the toughest in our working lives. My dad likes to remind me that Black Friday in ’87 was worse, but he’s like that. What we’ve just come through has tested everything, our budgets, our resilience, our creativity. We’ve had to work harder to earn attention, justify spend, and prove value. We’ve had to be more agile, more empathetic, and more resourceful than ever before. And while we’ve seen glimmers of recovery, the weight of uncertainty has lingered.
But every cycle ends. And this one is ending. Not with fireworks, but with a quiet shift in sentiment. People are starting to believe again. And belief is the fuel that powers recovery. John Key recently said New Zealanders should “believe in what they can see and be optimistic about what they can achieve.” That’s not just sentiment, it’s strategy. When people feel confident, they act. They spend, they upgrade, they invest. And they respond to brands that reflect that confidence back at them.
So what does this mean for us as marketers? It means we have a job to do. A big one. We’re not just here to sell products. We’re here to lead the emotional recovery. To be the voice that says, “It’s okay to believe again.” To give people permission to dream, to spend, and to move forward.
Consumers might have a bit more in their pockets now, but they’re still cautious. They’re looking for signs that it’s safe to re-engage. Marketing can be that signal. It can be the spark that turns relief into momentum. People are waiting for someone to say, “The tide is turning.” That’s us. Our campaigns can be the first to say, “Better days are here.” Not in a cheesy way, but in a way that feels grounded and real.
We’ve all been through a lot. Let’s acknowledge that. Let’s tell stories of perseverance, of local businesses that made it through, of families who adapted, of communities that stayed strong. This builds emotional connection and national pride. It makes people feel seen. And when people feel seen, they feel safe. And when they feel safe, they start to act.
People want to spend, but they want to feel smart doing it. So let’s help them. Position purchases as timely, meaningful, and future-focused. Make every transaction feel like a step forward, not just a splurge. Optimism is contagious. When people see others spending, upgrading, and investing, they follow. Your marketing can amplify that momentum, through testimonials, community stories, and bold creative that says, “You’re not alone. We’re all moving forward.”
We’ve seen this work before. After COVID, Air New Zealand’s “Better Days Are Coming” campaign helped reconnect Kiwis with travel and each other. It wasn’t just about flights, it was about freedom, reconnection, and hope. ASB’s “Borrow the Feeling” campaign took a different approach to finance. It didn’t talk about interest rates or loan terms. Instead, it focused on what borrowing could unlock, those emotional, life-changing moments like buying your first home or helping your kids get ahead. It reframed borrowing as a means to something meaningful. And it worked, because it made people feel something. Even Pak’nSave’s humour-driven ads kept spirits high and wallets open during tough times. They didn’t just sell groceries, they sold levity, familiarity, and a sense of normalcy. These campaigns gave people permission to feel good again.
If you’re planning for 2026, now is the time to lean in. Don’t wait for the economy to roar back, be on the front of the wave. After all, planning now means campaigns are landing in March next year. That’s when the real momentum will start to build. Use language of renewal: “You’ve earned this,” “Let’s move forward,” “It’s okay to treat yourself.” Highlight green shoots: local wins, customer success stories, community growth. Build campaigns that feel like a celebration, not just a transaction. Be bold, but empathetic. Consumers are ready to move, but they’re still sensitive. Striking the right tone for the consumer context will be key to success.
This is the moment to be brave. Because what we do now will shape how people feel, and how they act, in the months ahead. Optimism turns cautious consumers into confident buyers. It turns hesitant businesses into believers. And it turns marketing from a cost centre into a growth engine once again.
As New Zealand steps into a new chapter, marketing has the power to shape the story, spark belief, and drive real results. We’re not just selling products, we’re selling progress. We’re not just running campaigns, we’re leading a movement.
So let’s be the voice that says, “The good times are coming back, and you’re part of it.” Let’s be the signal that it’s okay to believe again. And let’s make 2026 the year we didn’t just recover, we started living again.
After 15 years running a creative and media agency, I’ve learned that no two days are ever the same. Business owners know this well, our day-to-day shifts with the economic winds, and the last five years have been nothing short of a rollercoaster. But lately, there’s a different kind of change in the air. It’s quieter, subtler, it whispers every day, you certainly cannot hide from it in your inbox. AI is slowly reshaping how we market our businesses, not with a bang, but with a steady hum. And here’s the thing: it feels good.
People are curious. They’re attending conferences, reading articles, and experimenting with tools. But most of us are still dabbling. We’re not experts, and that’s okay. What matters is that we’re leaning in, trying to understand what this technology means for our businesses, our clients, and our teams. That curiosity led me to take a deeper look at AI, not as a trend, but as a tool. A tool that, if used wisely, can help us market more efficiently, more intelligently, and perhaps even more empathetically.
When I started Contagion in 2010, we were riding the wave of the digital revolution. YouTube and Facebook were just four years old. Social media was the new frontier, and many believed it would replace everything. But it didn’t. It became another channel. TV, outdoor, and radio didn’t disappear, they evolved. And so did we. We adapted, upskilled, and learned how to communicate through screens without losing the human touch.
AI is the next evolution. And like social media, it won’t replace everything. But it will change how we work, if we let it. The headlines are full of dramatic predictions: jobs lost, industries disrupted, creativity replaced by algorithms. But the reality is more nuanced. The business environment doesn’t flip overnight. Human behaviour remains the constant. And in B2B marketing, where relationships are everything, that matters more than ever.
So the real question isn’t whether AI will change things, it’s what we choose to adopt, and what we choose to ignore. For B2B marketers, AI isn’t just a shiny new toy. It’s a strategic opportunity. It offers precision, personalization, and efficiency across the customer journey. But successful integration requires more than tools, it demands a rethink of how we operate in a data-driven world.
Before diving into implementation, we need to ask ourselves: what role should AI play in our marketing? Are we trying to improve lead quality? Personalise communications? Accelerate content production? Support sales? Without clear objectives, AI becomes a solution in search of a problem. And in B2B, where every touchpoint matters, clarity is everything.
Once those goals are defined, AI starts to shine. It enables personalization at scale by analysing behavioural and intent data to deliver tailored experiences. If you’re running Google or Meta campaigns, this is already happening, assuming your media planning is solid. Predictive analytics can forecast buying behaviour and identify high-value accounts. Messaging can adapt in real time. Automation becomes smarter. Email platforms optimise send times, subject lines, and segmentation. Programmatic advertising refines targeting and bidding. Even A/B testing has evolved into multivariate, adaptive creative optimisation.
These tools are powerful. They free up time, reduce acquisition costs, and improve conversion rates. But they’re not the endgame. They’re the enablers. What really drives success in B2B marketing is empathy. Understanding your audience. Listening. Responding. Building trust over time. AI can help us do that more efficiently, but it can’t replace the human touch.
Take conversational AI, for example. Chatbots and virtual assistants are no longer expensive experiments. They’re off-the-shelf, cost-effective, and surprisingly good. They qualify leads, answer questions, and provide instant support, creating seamless, personal experiences. Better yet, they capture valuable data to inform future marketing efforts. But even here, the tone matters. A robotic response might be fast, but it won’t build a relationship. A thoughtful, empathetic interaction, whether human or AI-assisted, can make all the difference.
And then there’s content creation. Generative AI can help draft blog posts, whitepapers, and email copy. It can summarise reports, suggest headlines, and even write code. But let’s be honest: B2B content already has a reputation for being bland. Add AI copy into the mix and you risk creating the biggest snooze fest your brand has ever seen. Creative work needs a creative director. That could be you. But please, have empathy for your audience. They’re not as interested in your product as you and your AI agent are. If it feels too long or complicated, it is. You’re here to charm, not confuse.
This is where the human touch becomes essential. AI can help us scale, but it’s our job to ensure the message resonates. To make sure it feels personal, relevant, and real. Because in B2B, we’re not just selling products or services, we’re building relationships. We’re earning trust. We’re helping people solve problems, make decisions, and move forward with confidence.
AI can distil complex reports into digestible insights, making it easier to communicate value to time-poor decision-makers. It reduces production time, improves consistency, and helps scale. But human oversight remains essential. We need to guide the narrative, shape the strategy, and ensure the message aligns with our values and our audience’s needs.
And remember: successful AI integration is iterative. Set clear KPIs, conversion rates, engagement metrics, pipeline velocity, and continuously evaluate performance. AI thrives on feedback. The best implementations evolve over time, guided by data and strategy. But also by empathy. By listening. By caring.
AI isn’t a silver bullet. But for B2B marketers willing to experiment, learn, and adapt, it’s a powerful ally. It enables smarter decisions, deeper personalization, and greater efficiency. Just don’t forget: in B2B, and especially in New Zealand, relationships still matter. AI should help deepen them, not replace them.
Because at the end of the day, what really sells isn’t automation. It’s connection. It’s understanding. It’s the feeling that someone gets when they know you’ve listened, that you care, and that you’re here to help. That’s what builds loyalty. That’s what drives growth. And that’s what makes marketing truly meaningful.
New Zealand’s business landscape is unlike any other. We’re a nation of SMEs, built on relationships, trust, and a shared sense of purpose. That means B2B marketing here isn’t just about selling products or services, it’s about solving real problems, creating genuine value, and connecting in ways that reflect our unique Kiwi culture.
Whether you're a SaaS provider in Auckland, an agritech innovator in Hamilton, or a logistics firm in Christchurch, your marketing strategy needs to speak the language of Aotearoa. I have put together a list of how to do it better.
1. Know Your Audience – The Kiwi Way
Understanding your audience is the foundation of smart B2B marketing. In New Zealand, business relationships thrive on trust, transparency, and shared values. Building detailed buyer personas helps you connect authentically.
Mapping the buyer’s journey, from awareness to decision, is key. In a market where word-of-mouth and referrals carry serious weight, your content should support relationship-building and demonstrate long-term value.
Segmentation matters. Break down your audience by:
This ensures your messaging hits home with each group’s unique needs.
2. Content That Connects Locally
Content is your voice and, in New Zealand, it needs to be authentic, relevant, and human.
Use a mix of formats: blog posts, white papers, case studies, infographics, and videos. And keep it timely; align your content with local events, seasonal cycles, and industry trends.
Pro tip: Speak like a trusted partner not a distant corporation. Embrace Kiwi values, like honesty, humility, and community-mindedness.
3. Optimise Your Website for Kiwi Users
Your website is your silent salesman. Make it work hard.
4. Multi-Channel Outreach Across Aotearoa
To reach decision-makers across the country, go multi-channel.
5. Measure, Test, and Improve
Smart marketing is never static.
Local Legends Doing It Right
Here are some NZ businesses nailing B2B marketing:
Final Thought
Smart B2B marketing in New Zealand is about understanding people, solving problems, and building trust. When you get that right, you’re not just selling, you’re helping Aotearoa win.
When was the last time a brand truly romanced you? Not just nudged you with a discount or waved a loyalty card, but made you feel something - curiosity, delight, even affection. Perhaps it was the thrill of discovering a product that seemed to understand you, or the comfort of a brand that always shows up with just what you need. Like any meaningful relationship, marketing is emotional, unpredictable and, when done well, deeply rewarding.
We often frame marketing in transactional terms: offers, conversions, retention. But beneath the spreadsheets and KPIs lies something more human. Brands are constantly courting us, using the timeless stages of romance to appeal to our emotional instincts. Because, let’s face it, we’re not as rational as we like to think. We’re wired to respond to emotion, and positive emotion is the elixir we chase, whether in love or in loyalty.
So how do brands build lasting relationships? Let’s explore the four stages of marketing romance.
The Pre-Stage: Brand Development – The Self-Discovery Phase
Before any romance begins, there’s a period of self-reflection. Brands, like people, need to know who they are before they can attract the right audience. This is the “getting ready” phase, where you define your values, polish your personality, and figure out what makes you special.
It’s not just about looking good; it’s about being authentic. What are your strengths? What makes you different? Who do you naturally appeal to? Not everyone will find you attractive and that’s okay. The goal is clarity, not universal appeal.
This foundational work sets the tone for everything that follows. Brands that skip this step risk coming across as inconsistent or inauthentic. Those that embrace it, like Dove with its “Real Beauty” campaign, build trust by standing for something meaningful.
Stage 1: Attraction – Making a Memorable First Impression
This is the “meet cute.” Your brand shows up - on social media, in a store, or through a clever ad - and makes someone stop and say, “Hmm, interesting.” First impressions matter, and they’re rarely about features. They’re about feelings.
Effective attraction isn’t about shouting the loudest, it’s about resonating emotionally. Air New Zealand’s safety videos, for instance, transformed a routine message into a cinematic experience. By infusing creativity and cultural pride, the airline not only informed but delighted, leaving a lasting impression.
At this stage, brands must speak to their audience’s aspirations, not their own attributes. It’s not about what you sell, it’s about how you make people feel.
Stage 2: The First Date – Delivering on the Promise
Once a customer engages, by trying a product, visiting a store, or signing up for a service, the brand must deliver. This is the moment of truth: does the experience match the expectation?
This stage is about consistency, clarity, and charm. Overpromise, and you risk disappointment. Underpromise, and you may never get the chance.
Stage 3: The Relationship – Nurturing the Connection
With trust established, the relationship enters a phase of growth. Brands must remain consistent, relevant, and emotionally attuned. This is where content, communication, and customer experience play a vital role.
Spotify excels in this domain. Through personalised playlists, wrapped summaries, and timely recommendations, it maintains a dynamic and responsive relationship with users. It’s not just about music, it’s about feeling understood and appreciated.
Relationships thrive on attention and empathy. Brands must stay interesting, responsive, and attuned to their audience’s evolving needs.
Stage 4: Keeping the Love Alive – Staying Fresh and Thoughtful
Even the strongest relationships need renewal. As customer needs evolve, brands must continue to surprise, delight, and adapt. Small gestures, like unexpected perks or thoughtful updates, can reignite affection and loyalty.
This stage is about deepening the bond. It’s less about grand gestures and more about thoughtful touches that show you care.
Conclusion: Marketing with Heart
Marketing isn’t just about selling, it’s about connecting. When brands approach their audience with empathy, authenticity, and emotional intelligence, they build relationships that go beyond the product. In a marketplace full of options, the brands that win hearts are those that understand the value of emotional resonance.
By thinking like a romantic - curious, attentive, and emotionally aware - marketers can create experiences that don’t just convert but endure.
