What does the new year have in store for New Zealand media and its audiences and advertisers? Over the next three weeks, Media Insider quizzes top media, marketing, PR and advertising executives with five questions for 2025, including, today, our two biggest public broadcasters.
New Zealand media, says Duncan Greive, is on a knife-edge. The Spinoff founder and owner describes his mood as “fatalistic” as he heads into 2025.
“What we saw in 2024 was the most devastating loss of journalism the country has ever known, alongside a similarly brutalised local screen production sector,” says Greive in part one today of our Media Insider summer series of Q&As with media leaders.
“Yet without intervention, it will also become normal – a game of who can cut the most artfully.”
The Spinoff was not immune to cutbacks this year, and in November went public with its cap in hand, seeking to double its audience revenue.
“It’s early in what will be a long run, but we’re past a third of the way to our goal,” says Greive today. “If we can continue to make work which makes the case to our readers, we’re hopeful we’ll be able to get there some time next year.”
A “determined” TVNZ boss, Jodi O’Donnell, meanwhile, expects the advertising market to pick up in 2025.
Even so, she says the sector needs “bold leadership” from the Government to even the playing field for locally owned media companies. They continue to face an onslaught from global digital tech giants who use local content, with little or no payment, to drive their mega-profitable businesses.
She and RNZ chief executive Paul Thompson touch on the importance of partnerships between local media players.
“There is likely to be more disruption to the sector as the economic realities remain very tough,” says a “focused” Thompson. “It’s a really concerning time and I worry about the hollowing out of journalism across the country.”
A key leader at the Together agency, meanwhile, has questioned whether local media has done all it can to be as innovative as possible.
“The New Zealand media market needs to reinvent itself,” says Together media managing director Penelope Brown.
“We often discuss the impact of international companies entering the market and their effects on local players, but my question is: have we, as an industry, done enough to adapt and stay competitive?
“Audience fragmentation isn’t a new challenge, and it will only continue to grow. As agencies, it’s our responsibility to find and engage the right audiences for our clients. Of course, we want to do this through local publishers, but have we explored enough of the innovative solutions and strategies emerging overseas to help stem the tide of audiences moving to offshore platforms?”
The full Q&As are below. Next week we hear from more leaders including the chief executives and leaders of NZME, Stuff, Are Media, D3 and Lassoo Media.
What’s the one word to sum up your mood heading into 2025?
Determined.
What was the best initiative/project/campaign in your own business this year – and one you thought a rival did well?
We launched News on TVNZ+ in June - a streaming home for short-form news video and exclusive in-depth reporting from some of our most high-profile, award-winning journos including John Campbell and Indira Stewart. News on TVNZ+ cracked 1 million streams in its first three months and we’re excited to see it grow in 2025.
Stuff’s decision to produce Three News stands out for me – a brave call and one we were happy to see. Competition at 6pm is a positive thing for audiences.
How do you think 2025 will play out for New Zealand media – what would be a game-changer for your company?
We expect the ad market to improve, but the landscape for media will continue to change, and us along with it. Across 2025 we’ll see media aggressively pursuing and investing in their digital futures. Embracing partnerships will also be key for the sustainability of our industry. The global tech giants aren’t going anywhere, and legislative changes are needed to create a fair playing field. Bold leadership by the Government in this space would be a game-changer.
What’s one crucial lesson you learned this year – and as a follow-up, what’s the biggest mistake media/marketing/PR/advertising people need to avoid in 2025?
It’s media; expect the unexpected.
Overinvesting in short-termism at the expense of brand storytelling is a mistake to be avoided. Simply put, broadcast media is better at building brands and driving business outcomes than any other platform. We need our industry to back the local players who do this so well.
What are your plans for the summer break?
Hopefully hitting the beach with my family and a good book.
What’s the one word to sum up your mood heading into 2025?
Focused. And I know that was my word last year as well but in the current environment you really do need to keep your eye on the ball, so I make no apology for the repetition!
What was the best initiative/project/campaign in your own business this year – and one you thought a rival did well?
We’ve been super pleased with our overall growth in audience engagement and achieving our goal of reaching 80% of New Zealanders three years early. This success has been possible due to a range of projects like RNZ Asia, the Local Democracy Reporting (LDR) programme, improvements to our podcast and online listening experiences and our investment in more journalism and content across a range of platforms. The whole RNZ team have produced some very strong work.
We don’t consider other media our rivals – we partner with most outlets. I really enjoy any coverage that focuses on telling the stories of New Zealanders, and in particular publications that show a real dedication to an issue. Newsroom’s coverage of the Royal Commission of Inquiry is case in point. In an increasingly fragile market, the ability to tell our own stories is something that is really under threat and we as journalists all need to work even harder to provide a voice.
How do you think 2025 will play out for New Zealand media – what would be a game-changer for your company?
Sadly, there is likely to be more disruption to the sector as the economic realities remain very tough. It’s a really concerning time and I worry about the hollowing out of journalism across the country.
In 2025, RNZ is celebrating 100 years. It’s a poignant time to have such a big birthday and a chance for us to look back but more importantly to the future and what our role as a public media organisation will be. To that end, we remain focused on our digital transformation in 2025. A game changer for us will be the launch of our new editorial systems and planned updates to our website and apps for audiences. We must stay relevant and reach audiences where they are, not sit back and wait for them to find us.
What’s one crucial lesson you learned this year – and as a follow-up, what’s the biggest mistake media/marketing/PR/advertising people need to avoid in 2025?
Don’t take anything for granted. And on the second part of the question: don’t think you have all the answers. There has been so much upheaval in our sector. And there will be more to come with not only the economic challenges but with emerging technologies threatening to produce a wave of content that could further crowd out media companies. The lesson we’ve learned for now is you’ve got to be very diversified to engage audiences – in terms both of distribution and a quality offering. But there is absolutely no silver bullet and the ability to respond and change quickly will be the most important skill in 2025 and beyond.
What are your plans for the summer break?
Rest and reflect. It is important to take the time to step away and perhaps gain a little perspective as well as spend time with friends and family. I plan to do all of that over the summer break as well as a bit of biking.
What’s the one word to sum up your mood heading into 2025?
Fatalistic
What was the best initiative/project/campaign in your own business this year – and one you thought a rival did well?
We wrote an open letter in November (covered by the Media Insider) which laid out some existential challenges we faced as an organisation. It was deeply uncomfortable – you’re not really supposed to do that, in media or in business. But we’ve been heartened by the response. What we’re asking to do is at once huge (doubling our audience revenue) and should be achievable (asking 4% of our readership to financially support us). It’s early in what will be a long run, but we’re past a third of the way to our goal. If we can continue to make work which makes the case to our readers, we’re hopeful we’ll be able to get there some time next year.
A campaign a rival did well was that of NZ Geographic. They set off on a related voyage, aiming for 10,000 subscribers. I was thrilled for James, Catherine and their team. It’s an outstanding publication, one of a small handful of truly great print magazines still in operation. I’m really happy that they made it.
How do you think 2025 will play out for New Zealand media - what would be a game-changer for your company?
New Zealand media is on a knife edge. What we saw in 2024 was the most devastating loss of journalism the country has ever known, alongside a similarly brutalised local screen production sector. Yet without intervention, it will also become normal – a game of who can cut the most artfully.
Institutional media can look like social media or user generated content from some angles – entertainment and views, supported by advertising. But there are crucial differences in the professional standards enforced by bodies like the Media Council or BSA. They also vary wildly in the amount of local culture they contain. Essentially, they operate under different sets of legal and ethical rules. Imagine if TVNZ+ had unfiltered content from YouTube on it – there would be an outcry, it would be shut down within days. Yet advertisers treat them the same way, and government’s hands-off attitude implies they have the same role in our society and democracy.
Unless there is a major regulatory change to apply more similar legal standards – to simply level the playing field – between local media and big tech platforms, we will see more decay. What would be a game changer for all of us, then, is for this government to follow Australia and empower the Commerce Commission to scrutinise large digital platforms, and then make laws to keep them in check. I’ve argued we need a minister for big tech. I really believe that.
What’s one crucial lesson you learned this year - and as a follow-up, what’s the biggest mistake media/marketing/PR/advertising people need to avoid in 2025?
A crucial lesson we learned this year is that an audience’s scale is one thing, its passion is another. We have 400,000 monthly audited readers, but it was only when we asked for help that we found out how much they care about us.
The biggest mistake media makes – this might be somewhat controversial, but I think it’s mindlessly covering stunt PR. Where there’s something truly original, and therefore newsworthy – by all means, write it up. But often we’re doing stories about cynical and banal ideas as if they’re news. The rise of the pretend dream job (mattress tester! fast food eater!) is a classic example. Companies which do that often view such coverage as a substitute for advertising, and instead put their spend on social media. It all just accelerates our decay and adds nothing to the news business. We should all be more cognisant of what it is we’re doing when we do that.
What are your plans for the summer break?
Just getting a long way from Auckland and reading about everything but the media. Apart from this one book on the unholy innovator that is the Village Voice. I’ve been waiting to get my head into that all year.
What’s the one word to sum up your mood heading into 2025?
Manawaroa (resilient). I’m incredibly proud of our 80+ Pacific staff at PMN who despite a high degree of uncertainty turn up every day to serve and amplify Pacific voices.
What was the best initiative/project/campaign in your own business this year – and one you thought a rival did well?
This year’s standout project was the expansion of our 531pi Pacific Mornings show, which brought fresh perspectives and innovative storytelling to connect with our diverse audiences. We’re particularly proud of the way it championed Pacific issues while engaging younger listeners. Pacific Mornings and PMN Samoa were relentless in driving awareness of the Restoring Citizenship Removed By Citizenship (Western Samoa) Bill. The Bill’s ascension into legislation was a win for community-centred broadcasting and journalism.
An initiative we admire is the work by Te Hiku Media in applying “mana motuhake” to the development of their reo Māori AI language model.
How do you think 2025 will play out for New Zealand media – what would be a game-changer for your company?
2025 will be a year of continued transformation, with audiences demanding more tailored, authentic content. For PMN, a game-changer would be expanding our reach through multilingual digital platforms, allowing us to engage with the global Pacific audience and strengthening our impact beyond Aotearoa.
At a sector and policy level, I expect clarity on the future of the Fair Digital Bargaining Bill, the Broadcasting Act and adjacent legislation.
What’s one crucial lesson you learned this year – and as a follow-up, what’s the biggest mistake media/marketing/PR/advertising people need to avoid in 2025?
This year taught us the importance of adaptability – pivoting quickly to meet audience expectations while staying true to our core mission.
The biggest mistake to avoid in 2025 is losing sight of authenticity. Audiences are increasingly discerning and expect genuine, relatable content. Taylor Swift’s Eras tour is a prime example of a desire for communal person-to-person belonging.
Overhyping campaigns, neglecting cultural nuances, or prioritising clicks over meaningful engagement will erode trust and alienate audiences.
What are your plans for the summer break?
I’ll take in a speedway meeting at Western Springs for a final dusting of clay on a punnet of hot chips before the venue is repurposed. I have failed every prior attempt to slow-cook brisket over charcoal. I have a feeling this summer I’ll nail this otherwise meaningless challenge.
What’s the one word to sum up your mood heading into 2025?
Optimistic.
On a personal level, there are some significant milestones ahead. Our house rebuild, following a devastating fire, will finally be completed. On a professional level, there’s reason for cautious optimism in the economy. Modest GDP growth, boosts in agri-exports, slight easing of inflation, and lower mortgage rates are likely to lift household spending. That’s good news not just for our clients, but for the industry.
What was the best initiative/project/campaign in your own business this year – and one you thought a rival did well?
Haka! Staging the world’s largest haka at Eden Park and reclaiming the Guinness World Record from the French was a moment of national pride. This massive campaign was more than just a record-breaking event; it was a nation-building celebration of New Zealand’s cultural heritage and a successful fundraiser for Raukatauri Music Therapy Trust. Collaborating with an incredible group of people and learning about the depth of our rich cultural traditions made this initiative unforgettable for Pead.
Auckland FC’s launch was brilliantly executed. From the social media buzz to the engagement driven by celebrity owners like Ali Williams and Steven Adams, the campaign showed the power of storytelling and audience connection.
How do you think 2025 will play out for New Zealand media – what would be a game-changer for your company?
2025 could be transformative for New Zealand’s media landscape. I anticipate we will see greater collaboration and consolidation of resources as traditional media outlets face an existential threat from global tech giant platforms using their content for free. They should be paying local media for the news they use.
And it makes sense to see hybrids like RNZ and TVNZ or Whakaata Māori and TVNZ pooling resources to stay competitive. NZME set an example years ago by converging radio and print, and that innovation continues to underpin its success.
Paywalls and subscription models must become standard. Media should back themselves and stand united on this. Consumers already accept subscriptions as the norm for accessing premium content. If we value quality journalism, we need to pay for it, just as we did with newspapers in the past.
Niche media outlets targeting hyper-specific audiences will survive as seen with the strong rural and fashion media and we are encouraged by the re-acquisition of Ensemble.
Meanwhile, a game-changer for the industry (and our company), we are going to double down on our integrated offer of converging digital marketing and reputation management. We have great results on how the two disciplines deliver for businesses when combined.
What’s one crucial lesson you learned this year – and, as a follow-up, what’s the biggest mistake media/marketing/PR/advertising people need to avoid in 2025?
This year, through our work on Haka, guidance from Dame Hinewehi Mohi, and te reo Māori lessons with Rangi Ahipene, we gained a deeper understanding of Māori culture. This broader perspective has enriched our work and workplace and underscored the importance of fostering and nurturing indigenous traditions as a cornerstone of New Zealand’s identity.
The two watchouts for me in 2025 are the need for agencies to be able to walk the talk on sustainability and the greener options we promote on behalf of our clients.
The second is the rise of AI which is both exciting and daunting. While AI offers opportunities for personalisation, we must prioritise authenticity and resist the temptation to rely on generic, AI-generated content. True engagement and storytelling are the foundations of brand trust.
What are your plans for the summer break?
The extended family will gather at the farm in a true “clan” Christmas. Luckily, we grow our own food so we can slaughter a beast and keep the crowds well-fed on a homegrown feast. Sleeping arrangements however will be chaotic. Considering my husband and I are living in a converted dog kennel, (grandly called Dog Lodge) while we wait for the house to be rebuilt, I anticipate lots of blow-up mattresses and queueing for the “facilities”. But it will be fun. We will create new memories for the mokopuna and the adults will retell the same old stories, slightly embellished than last year.
Then it’s back to Auckland and the office early January. Auckland in January is Bliss.
What’s the one word to sum up your mood heading into 2025?
Enterprising.
What was the best initiative/project/campaign in your own business this year – and one you thought a rival did well?
I think we all know you’re not supposed to ever pick a favourite child or family member. We are proud of all of the work we have done this year for all of our clients. The delivery of work has been vast. New brand launches for the likes of Arvida, to developing unique data assets for Barfoot & Thompson (one of the most awarded campaigns at the IABs), to “The Upside” for AIA – a content series supporting conversation around mental health.
What rivals? I thought we were all friends in this industry. I am always a little jealous of some of the creative work to be honest – loving Frank Energy and their appetite for bold pieces of video content and the latest “Vanilla Ice for Export Beer” has caught my attention. I will forever love humour done well.
How do you think 2025 will play out for New Zealand media – what would be a game-changer for your company?
The New Zealand media market needs to reinvent itself. We often discuss the impact of international companies entering the market and their effects on local players, but my question is: have we, as an industry, done enough to adapt and stay competitive?
Audience fragmentation isn’t a new challenge, and it will only continue to grow. As agencies, it’s our responsibility to find and engage the right audiences for our clients. Of course, we want to do this through local publishers, but have we explored enough of the innovative solutions and strategies emerging overseas to help stem the tide of audiences moving to offshore platforms?
Game changer: We’re already deeply integrated with AI across our business operations, using it not only to streamline processes but also to drive innovative product development and enhance customer experience tools. The rapid evolution of AI will undoubtedly keep us on our toes as we continue to unlock its full potential.
That said, as I write this, we’re also unwrapping brand-new furniture for our office at Cracker Bay in Westhaven. This marks a major milestone for us – the biggest game changer for our people and the next stage of Together’s growth. With what we believe to be one of the best views in town, our new space is modern, smart, and designed to foster collaboration. It’s the perfect environment to create market-leading solutions while spending quality time together (and yes, “Swashies” is now our local!).
What’s one crucial lesson you learned this year – and as a follow-up, what’s the biggest mistake media/marketing/PR/advertising people need to avoid in 2025?
Crucial lesson: Make every minute of the day matter.
The biggest mistake we can make next year is not looking the magpie in the eye to get rid of him. In this industry, difficult decisions are inevitable given the rate of change. Many tough decisions were made in 2024 due to the economic environment. Often we delayed these decisions or dragged them out in the hope things would improve. Let’s all look tough decisions in the eye next year and move faster.
What are your plans for the summer break?
Beverages, BBQ, Black Sand. See you out there.
Editor-at-Large Shayne Currie is one of New Zealand’s most experienced senior journalists and media leaders. He has held executive and senior editorial roles at NZME including Managing Editor, NZ Herald Editor and Herald on Sunday Editor and has a small shareholding in NZME.
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