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How Brands Can Plan More Sustainably

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On Monday, April 22nd, people around the world celebrated the annual Earth Day. This is one of the biggest dates in the sustainability calendar and is a great opportunity for brands to communicate and celebrate their sustainability credentials. However, engaging with sustainability events can be tricky for brands, as it requires a delicate balance – especially in light of recent concerns around greenwashing. Despite this, moments like Earth Day can present great opportunities to connect with consumers and make their voices heard.

The latest research from the7stars’ Lightbox Lowdown reveals that 9 in 10 adults are worried about the impact of climate change on their daily life this year, and nearly half of Brits claim to make eco-conscious purchase decisions. With increasingly greater attention being placed on green initiatives, it is more important than ever for brands to adopt a clear approach to the climate crisis.  From Earth Day to Climate Action Week, myriad opportunities across the year enable brands to engage with the environmental movement in a timely way.

There are a few important things to consider when planning brand engagement with sustainability events. According to WARC research, brands that engage in cultural movements are well placed to build strong emotional connections with consumers, but only when these brand communications feel authentic. Advertisers should make sure their brand’s values align with their climate messaging, and that these values remain consistent. A great first step can be utilising a tool such as the7stars cultural calendar, to map out key cultural events and align sustainability communications with them. This ensures that a brand’s sustainability messaging isn’t relegated to a once-a-year nod but is woven throughout its communications strategy, to embed that essential feeling of authenticity.

Another great way to maintain this legitimacy is to weave sustainability considerations into all areas of your campaigns, from the message communicated, to the medium used. Using more sustainable media placements, prioritising sustainable formats, and acting upon data to reduce the carbon emissions of your media campaigns are all great ways of demonstrating depth in your environmental commitment. Green advertising is often more effective, with Scope3 research finding that 15.3% of advertising spend is wasted on inventory that generates no value, whilst still generating carbon emissions.  Sustainable digital media buys, such as those around higher quality publishers, often lead to less wastage, and more premium impressions being served.  Sustainable advertising can also be a great way to generate more buzz and capture consumer attention. Some examples of this include H&M repurposing old OOH adverts into handbags, and Dettol ‘repurposing’ OOH special builds to announce their refill range.

Crafting a business-wide approach to sustainability is key to ensuring this engagement doesn’t feel fake, forced or self-serving. Embracing a distinct approach to the climate crisis, along with a roadmap defining achievable steps to meet your sustainability goals, will make managing the impact of your communications much clearer and more effective. After all, the climate crisis is everyone’s responsibility, from governments and individuals to brands and employers.

Inclusive Strategies Inspired by Newcastle United’s Vibrating Kit

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Newcastle United is set to launch a new vibrating kit, designed to ensure that deaf and hard-of-hearing fans feel fully immersed in the matchday experience. The innovative kit will sync with on-field events. Supporters who wear the new haptic kit in the stadium will experience a tactile representation of the action unfolding on the pitch, making matches more accessible and inclusive for deaf and hard-of-hearing fans.

Adding the extra dimension of synchronised touch will allow fans to feel more connected to the game without relying solely on visual cues. By receiving reconstructed sound as instant digital signals, the shirts will bring the atmosphere of the stadium to life and allow those with hearing impairments, literally, to feel the noise.  A pioneering partnership between sponsor Sela and RNID allowed the club to integrate their message into some recent games with the visible support of players on the pitch.

This initiative serves as a shining example of purposeful inclusion, offering valuable insights for agencies and brands alike. As an industry, there is a lot that we can learn from the initiative; both in how we operate and in the work that we produce. Brands should always seek to embrace how they can make people’s lives easier and drive social change by including everyone in an experience or product as richly as possible.

Here are some actionable ways brands can lead the charge in making their media activities more inclusive of those who are deaf or hard-of-hearing:

  • Feature deaf talent: Actively seek out and showcase deaf actors, producers, and creators in media content, collaborating with deaf creators (writers and directors) to ensure that they are encouraged to participate in shaping narratives. This will ensure that we are highlighting deaf stories authentically – shining a light on their experiences, challenges and triumphs.
  • Expand accessibility: Ensure all video content includes accurate captions or subtitles and provide audio descriptions for visual elements in videos so that they are accessible for the blind and visually impaired.
  • Educate through sensitivity training: Conduct sensitivity and awareness training to foster empathy and a supportive workplace environment for employees with impairments.
  • Encourage collaboration and feedback: Create channels for employees with impairments to provide feedback and input on advertising campaigns. Their insights can help advertisers better understand the needs and preferences of diverse audiences.
  • Advocate for inclusive policies: Leverage our influence as media agencies to advocate for policies that promote accessibility and representation in the advertising industry. This also includes prioritising inclusive policies internally, ensuring that this is reflected in our own operations and campaigns.

Brands that embrace these actions will reap numerous benefits. A 2023 survey by McKinsey revealed that 70% of Gen Z consumers actively support companies they perceive as ethical. By demonstrating inclusive strategies, brands are able to position themselves as market leaders as they pave the way for other brands to follow.

Netflix’s Shift in Performance Evaluation Metrics

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Netflix announced in the first quarter of 2025 that they will stop disclosing their subscriber numbers and average revenue per user, indicating a shift in performance evaluation metrics.

Netflix’s investment in original content, amounting to billions, was pivotal in the so-called streaming wars. This expenditure was primarily aimed at fuelling subscriber growth, driving the platform’s dominance in the competitive streaming landscape. Iconic shows like House of Cards and Orange Is the New Black exemplified their commitment to captivating audiences and attracting new members. However, the announcement to no longer disclose their subscriber numbers reflects a shift in strategy and a significant move towards their new ad-tier business model.

Shifting Focus from Subscribers to Revenue Metrics

With the introduction of an advertising tier in 2022 and subsequent initiatives like the password-sharing crackdown in 2023, Netflix has been reshaping its revenue streams and operational focus. The streaming giant has also evolved its pricing and plans with different tiers and prices across countries. Consequently, traditional metrics centred on subscriber counts may no longer offer a comprehensive snapshot of the company’s business. Now, it is much more important to look at revenue numbers to reflect Netflix’s performance, rather than focusing solely on subscribers, as it no longer accurately reflects the company’s growth. Analysts and stakeholders are urged to scrutinise revenue figures for a more accurate assessment of Netflix’s performance.

Q1 results reported by Netflix this month revealed 15% year-on-year growth in overall revenue, with an increase in ad-supported accounts of 65% compared with Q4 2023.

Continuation of the Streaming Wars

However, the decision to cease subscriber reporting triggered a notable decline in Netflix’s stock value, echoing Apple’s similar move in 2018 regarding the disclosure of iPhone sales figures. Unlike Apple, though, Netflix lacks the same market dominance, as it is positioning itself alongside industry peers in the expansive landscape of international TV companies like Disney, Paramount, Warner Bros Discovery, and Comcast.

Netflix’s Strategic Embrace of Industry Standards and Advertiser Trust

It is now increasingly important for Netflix to nurture relationships and trust with advertisers. Netflix’s membership affiliations with industry standards like Thinkbox and Barb are vital for establishing this trust with advertisers, as Netflix aligns itself with established measurement practices. Alongside establishing these relationships with brands, affiliations with established measurement practices will become an important alternative metric to gauge the success and health of Netflix’s performance.

Despite Netflix’s decision to stop disclosing subscriber numbers, this move accompanies their transition to an ad-tier business model, reflecting a strategic focus on revenue streams through advertising.

The reporting decision underscores an evident commitment to serving advertisers with insights into consumer behaviour, preferences and trends. With greater emphasis on personalisation, such performance assessment can enable more refined targeting. For brands considering investment in streaming services, a comparative understanding of revenue data is crucial to maximising effectiveness.

Profit Ability 2: The New Business Case for Advertising

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Thinkbox has launched a new iteration of their Profit Ability research: Profit Ability 2, The New Business Case for Advertising. Based on 141 brands across 14 sectors, £1.8 billion media spend, and 10 media channels, the research is a data-led analysis of the profitability of advertising. In the current economic climate, it is even more important for agencies and marketers to use language that connects with the boardroom, and this research provides the evidence to position advertising in terms of incremental profit, return on investment, and payback horizons.

Advertising is a profitable driver of business growth, though profitability varies greatly by sector.

The average short-term (<14 weeks) profit ROI of advertising is £1.87, with all media channels showing, on average, a profitable return. However, sustained effects (payback from 14 weeks up to 2 years) contribute nearly 60% of advertising’s contribution to profit, increasing profit ROI to £4.11.

How we present media investment within the context of sustained effects on profit is essential for discussions with marketing teams, particularly CFOs and budget holders. Financial pressures have led to advertising investment decisions being driven by very short-term metrics which, whilst sometimes necessary, can lead to decisions that damage profitability. This profitability varies across sectors. Within FMCG, for example, ROI is only realised within the timeframe of sustained effects, while in the automotive sector, ROI effects are multiplied by nearly 4x when comparing sustained timeframes to the short-term.

There are three dimensions that impact profitability – scale, efficiency, and time.

The language of ‘performance vs. brand’ is damaging when justifying media investment. The former is seen as commercial and immediate, whereas the latter is seen as theoretical. To support how we move away from this categorisation and towards a more accurate view of the impact of advertising on profitability, the paper proposes three dimensions of effectiveness:

  • Scale, the size of advertising’s effect on the business
  • Efficiency, the ratio between cost and payback
  • Time, the period that the advertising payback is over

As the scale of advertising spend increases, the effect does too. But this effect experiences diminishing returns, which vary by media channel. This diminishing return means that scale and efficiency are linked; optimising towards one will impact the other. Using this information, we can identify when media channels will reach saturation point and build recommendations for diversifying into new channels.

How marketers talk about ‘time’ needs to change too. The analysis shows that immediate payback is no longer exclusive to typical performance media, with audio, BVOD, and print bringing themselves into play as ‘performance’ drivers. When looking towards longer-term profit effects, advertising sees an average multiplier of 2.2 on effectiveness. By determining when advertisers need to see the impact of advertising, we can recommend which channels should be invested in, noting that it is not always correct to default to the stereotypical performance channels for immediate returns.

Advertising effectiveness has more gradually changed as media consumption has evolved.

When comparing pre- and post-pandemic, media channel profitability hasn’t shifted as significantly as perhaps expected, with most individual channels seeing ROI variations within +/-5%. The shifts that are seen largely follow consumers’ media consumption. BVOD (i.e. ITVX) and online video see increases along with the further fragmentation of video viewing and the growth of BVOD, SVOD (i.e. Amazon Prime Video), and YouTube over recent years. How we right-size investment based on the updated effect, in line with the target audience’s media consumption, is key for creating plans that deliver above-average gains in returns.

This research gives us further empirical evidence to prove, contextualise, and communicate the profitability of advertising. By continuing to adapt the way that we communicate media investment to the boardroom, such as moving away from ‘performance vs. brand’, advertisers will see a greater response to budget-setting.

The Era of Ultra-Personalisation is Here

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In January, the online travel agent Kayak noticed an unusual trend emerging from its users. Since 2019, the brand has offered a feature to filter by specific models of aeroplanes, but its usage has been confined to a small section of flight enthusiasts. Now, following unfavourable headlines about Boeing’s recent safety record, usage of the aircraft-type filter has skyrocketed 15-fold. While this surge in popularity could be attributed to a particular event, its growth is nonetheless reflective of a phenomenon across the travel category: the consumer demand for personalisation and customisation is greater than ever.

Far flung from the days of reading glossy brochures at a local travel agent, many holidaymakers now take a ‘Goldilocks’ approach to travel planning, meticulously filtering down to the most granular level before ultimately deciding on the trip that is ‘juuust right’. Across hotel comparison sites, travellers can filter down everything from the size of a room’s bed to the view from the window. For long-legged comfort seekers, a custom Google Chrome extension displays the legroom of a seat before booking a flight. And since the pandemic, has noted a surge in interest in ‘pet-friendly’ filters.

It’s not just the travel sector that has innovated to meet this behaviour change. Across sectors as disparate as fashion and pharmaceuticals, brands are utilising new technologies – such as 3D printing and machine learning – to serve customers with uber-personalised products, helping them to find the perfect fit, every time.

Implications for Brands

According to research by the US-based National Retail Federation (NRF), the demand for personalised experiences is being led by Millennials, of whom two-thirds of those surveyed said they like it when websites recommend tailored products or services to them. As noted in Forbes, as the scale and scope of first-party data collection grows, so having a sophisticated customer data platform becomes ever more essential for brands. In repeated studies, personalisation has been shown to drive increased ROI for brands. Research by Twilio into 12 global markets found that over half (56%) say they will repeat a purchase after receiving a personalised experience – a 7% rise year-on-year. Developments in AI are central to this growth, with more than two-thirds of business leaders increasing investment in personalisation as AI opens new avenues for tailored experiences.

Yet, despite the proliferation of 1PD collection in delivering personalised experiences to consumers, concerns about the harvesting and sharing of customer data abound. In the NRF study, nearly half of Millennials surveyed noted it was highly important for them to protect their online identity, as fears of data breaches have doubled in the past decade – with brands as varied as AT&T, Vans and the British Library all recently subjected to attacks from hackers.

For brands to satisfy their customers’ growing need for personalisation, investment in AI technologies and customer data platforms is essential. In addition, consumers have repeatedly demonstrated they are willing to change how they buy in reaction to global events – and as climate change and the transition to Net Zero grow in share of mind, so the need to make personalised, sustainable choices will become ever more apparent. But to fulfil the need, brands must also prioritise security concerns at the heart of personalisation investment. If brands are to develop long-term strategies to retain customers through personalised experiences, they must first demonstrate that they can be trusted to protect their customers – and the precious data they collect about them.

Developing Reporting and Optimisation Roadmaps with 7IGNAL

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8 in 10 agree that marketing effectiveness is under greater scrutiny, and this comes at a time when media is experiencing serious fragmentation. This fragmentation introduces complexities in media measurement.

With the proliferation of measurement solutions in the market, finding a single source of truth is impossible. Without this, marketers face increasing ambiguity as to which levers are the most effective. In truth, every popular measurement method carries some benefits and caveats. As an agency our job is to help streamline this process, facilitating robust and easier decision-making to ascertain the most impactful marketing levers. 7IGNAL gives us the language, process and framework to help simplify the complex. 7IGNAL is the7stars’ dynamic, future-focused, clear decision architecture to guide allocation decisions.

Hierarchy is Important

7IGNAL combines the principles of hierarchy of evidence, the strengths and weaknesses of the modern measurement stack and the realities of brands’ trading and planning cycles; delivering a framework that supports the management, optimisation and reporting of effectiveness at all levels and times. Effectiveness signals are mapped to a four-tier hierarchy:

‘Verification’ signals track audience delivery and attributed outcomes vs. plan; leading to in-channel optimisations (typically weekly).

‘Leading Indicators’ involve higher order evidence, directly correlated with effectiveness outcomes. Meaningful movements lead to changes in budget allocation to optimise effectiveness (typically monthly).

‘Incrementality’ signals represent the strongest individual pieces of evidence (e.g. MMM, Experiments), with results making or breaking the role of channels and campaigns. Studies are more periodic and aligned to a detailed learning agenda.

‘Triangulation’: it is only by combining methods that we can arrive at conclusions for the most important effectiveness questions. Analyses are run at strategic intervals (usually aligned to annual planning or to the year’s ‘big bets’) and are designed to solve for the optimal strategy.

Roadmap to the Future

7IGNAL is delivered via a bespoke effectiveness console that governs daily, weekly and monthly optimisations and acts as a single repository for all effectiveness data and intelligence. It delivers:

  • Granular Media Reporting – Audience Delivery and In-channel Attribution
  • Leading Indicators Reporting aligned to target Business Outcomes
  • Objectives vs. Forecast
  • Measurement & Optimisation Plan
  • Learning Roadmap of Gold and Silver Experiments
  • Chain of Effects Model joining Media Outputs, Brand Tracking and Business Outcomes

Managing Marketing Effectiveness

7IGNAL is our framework for managing marketing effectiveness. It is the base from which we develop measurement frameworks for brands, report results to senior stakeholders and optimise effectiveness in the short, medium and long term. The necessity to drive greater effectiveness outcomes that are evidence-based is at an all-time high. Reach out to the Analytics team to see how 7IGNAL can support your business.

CGI’s Impact on Out-of-Home Advertising

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With the continuous advancement of technology, CGI activations are taking the world of out-of-home by storm. The ability to seamlessly blend CGI elements into real-world settings has become more accessible and affordable, enabling brands to utilise these artificial yet hyper-realistic ads to create immersive experiences that overcome the constraints of physical installations, garnering a significant amount of engagement and millions of views online.

However, this raises important questions about the authenticity of outdoor brand experiences. A recent Alfresco Life consumer study found that the public has a strong preference for real-world ads, with 44% of respondents being less impressed when discovering that a ‘Faux Out of Home’ (FOOH) ad was CGI, while 46% felt more positively towards ads that they knew were real (particularly among 18-34-year-olds, where the figure rose to almost 60%).

Genuine outdoor activations are grounded in the physical world (involving real people, real events, and real emotions) and provide an element of tangibility and authenticity that CGI activations find hard to emulate. With this in mind, we spoke with experts from across the agency to get their take on the rise of larger-than-life CGI activations, how this impacts the out-of-home market, and how advertisers can integrate this effectively into their marketing mix.

‘CGI OOH activations give brands the opportunity to go big at launches, with truly creative concepts that can cut through the noise. While an exciting market that will continue to grow, it will be important to make these hyper-realistic concepts more tangible in real life to consumers, or we risk the technology becoming a fad that does not connect with audiences.’ – Adaugo Ohaka, Media Planner at the7stars

Whilst FOOH breaks creative barriers and drives talkability (with an AdAge study revealing a 20% higher recall rate for FOOH campaigns compared to traditional OOH), making the activation tangible and implementing a dose of reality is key for advertisers seeking to take advantage of this medium. Research by Edelman’s Trust Barometer repeatedly reveals that consumers’ trust in businesses increases when the business is perceived to be authentic and transparent, making it all the more important for brands to consider how to avoid the consumer feeling cheated when utilising FOOH.

‘These activations open doors for lesser-known brands who crave creativity, paving a way for them to stand out and cause disruption in an ever-growing and expensive marketplace. However, it’s important not to lose sight of striking the balance between Public and Private media. Brands which are only seen to be playing in the Private space risk losing the trust of consumers. Authenticity is increasingly important for brands seeking to grow and diversify, particularly amongst younger audiences, and we would therefore urge clients to ensure they are present in the physical space, using CGI as a way to amplify existing campaign concepts.’ – Katie Scott, Client Lead at the7stars

‘CGI OOH allows brands the creativity that cannot be achieved with the constraints of the real world, and many brands have jumped on this bandwagon. However, this surge has prompted consumers to become increasingly cautious of brands activating purely virtually and can be seen as inauthentic. By ensuring that brands’ CGI activations have tangible real-world activations to complement them will bring those big ideas to life, for all.’ – Jasmine Allen, Media Planner at the7stars

Elsewhere, advertisers are also utilising 3D DOOH experiences to enable the public to take control of on-screen content through their mobile phones, whilst also pushing the boundaries of OOH creativity. Placing the control in the consumers’ hands allows them to build strong emotional connections with the brand whilst also driving conversation.

As we continue to see the growth of FOOH, brands need to ensure that the activations still feel authentic to the consumer. This enables brands to take advantage of the limitless opportunities that CGI activations bring and drive conversation, truly connecting with their audience.

Unlocking Netflix’s Triumph: Navigating Subscription Cycling

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In a landscape reshaped by streaming, Netflix has been able to not only drive content consumption but also shape consumer behaviour. Recent research from ScreenThink found that Netflix’s crackdown on password-sharing has not only led to a 10% surge in paying subscribers, reaching 70% of total users, but has also unveiled that 60% of those surveyed experienced “content fatigue”, with the platform boasting nearly 8,000 pieces of content. This dichotomy calls for an exploration into the nuanced dynamics of subscription video-on-demand (SVOD) services.

Netflix’s proactive approach to combating password-sharing marked a pivotal moment in May 2023, with subscribers now being required to pay an additional £4.99 per month to share an account with up to two people in their household. This led to a staggering 102% increase in daily sign-ups (compared to the average for the two months prior), surpassing 70,000 a day. This move echoed across the industry, with Warner Bros Discovery and Disney announcing similar plans to curb sharing this year.

However, ScreenThink’s insights uncovered the concurrent trend of subscription-cycling (or toggle behaviour), with 12.5% of those surveyed feeling comfortable subscribing to and unsubscribing from SVOD services on a short-term basis. With a sea of content choices now available to viewers, binging comes as standard and consumers begin to feel less tied to one subscription, especially in an effort to cut costs.

Netflix’s success in cracking down on password-sharing highlights the allure of extensive content libraries. However, as ScreenThink notes, smaller platforms such as Apple TV+ (with less than 500 titles) face unique challenges. Despite boasting high-quality content, smaller platforms with limited libraries are more likely to experience higher churn rates. The report found that the initial attraction of prestige originals, such as Ted Lasso and Severance, fades swiftly, with users seeking broader content offerings after consuming the available content on the platform.

As 26% of users admit to subscription-cycling Apple TV+ in the past months, and 34% expressed the likelihood of cancelling their subscription, the efficacy of password-sharing crackdowns varies across platforms. Philippe Epailly, Head of Quant and MTM ScreenThink, emphasises how important it is for smaller platforms to “demonstrate clear value beyond simply offering a large content library” to retain subscribers. With the UK’s subscription services nearing saturation, differentiation and innovation become imperative when captivating and retaining audiences amidst intensifying competition.

The evolving landscape extends beyond subscription dynamics, encompassing a shift in demographics and viewing patterns. ScreenThink’s data shows a 13% decline in 16-to-34-year-olds prioritising SVOD services when looking for something to watch (compared to Q2 2022), opting for live TV and broadcast VOD (BVOD) services like BBC iPlayer and ITVX first instead. This is in line with Barb’s latest audience data, which reveals a 2% drop in homes across the UK with access to SVOD services in Q4 2023. Kantar’s Entertainment on Demand study reinforces this trend, documenting a surge in planned cancellations quarter on quarter across all major SVOD providers. These shifts, catalysed by the allure of high-quality content available to viewers on free-to-air channels, signify a broader transformation in viewing behaviour across the UK.

As SVOD services confront multifaceted challenges, platforms must cultivate unique value propositions to secure their position in the consumers’ subscription rosters. With viewers looking to cut costs and subscription services often being the first to go when doing so, innovation will allow SVOD services to transcend content fatigue and foster enduring relationships with subscribers.

The Misdefined Majority: Divesting from SEG Targeting

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In its latest whitepaper, the7stars has joined industry voices including Channel 4 in calling for brands & media agencies to rethink their approach to social grade, and to celebrate all class communities.

Social grade, or SEG, has been widely used as an official classification since the 1950s and its score assumption remains rooted in the past: that the occupation of the head of the household strongly indicates the family’s social status and disposable income. The notion of assigning individuals with a career based social ranking is highly controversial. Working-class author and campaigner Darren McGarvey describes SEG as ‘a class-based analysis and one so brazen, Karl Marx himself would likely have been offended by it’.

Moreover, in recent years, social grade’s efficacy as a measurement tool has diminished as the British workforce undergoes seismic change. As recently as 2015, around 50% of adults were classified as C2DE, but today, that figure is 39% and plummeting. The disconnect between official SEG classifications and how Brits choose to self-identify has formed quantitative research by the 7stars, in partnership with Pure Spectrum. Some 22.9 million adults associate with a working-class background – with more than 6 million not identifying with any class at all.

These groups comprise the Misdefined Majority, a group who have long since felt ignored or trivialised by the media. Through a comprehensive study, exploring the values and motivations of the British public, the 7stars has created a playbook for engaging with them.

Seizing the Opportunity in the Misdefined Majority

At first glance, working-class audiences have lower spending power, with a self-reported £200 average monthly disposable income, compared with £500 for the middle classes. This translates to an above-average proportion of income being spent on essentials.

Yet, to discard the spending power of this group would be to ignore an enormous opportunity. Many working-class people surveyed by the 7stars intended to spend on technology, clothes, entertainment and holidays in the coming months – creating an opportunity for brands willing to foster meaningful connections with them. Fewer than 1 in 10 working-class people believe their typical media portrayal is accurate, outside of soap operas. Media has the power to play a pivotal role in rewriting this narrative but, to do so, brands will need to listen and learn from under-represented communities.

Recommendations for Targeting in a SEG-less World

Although social mobility is commonly assumed the ultimate goal for working-class people, the 7stars’ research found otherwise. When asked to define what makes a person successful, 41% chose their career; yet only 26% said forging a successful career was a personal goal of their own – with building a solid family unit by far the nation’s main aim. In the face of the UK’s economic disparities, working-class communities thrive on shared values of family, honesty, and compassion. For media to truly represent the country, it must recognise and celebrate what makes these communities tick – not rely on stereotypes.

Media planners must overcome the one-size-fits-all approach of SEG-based targeting, using better tools to segment the British population in every way imaginable. In The Misdefined Majority, the 7stars outlines recommendations for a more inclusive approach to planning, through a combination of affordability indicators and value-based attitudes. To download the whitepaper, visit this link.