The Federal Election has been announced and with 33 days of campaigning we thought it would be interesting to compare the number of mentions of the political parties over the past 2 weeks. Analysis from our media intelligence has given insight into Labor having a larger volume of media coverage across all media types in comparison to other political parties.
Examining coverage, we found the ‘Election’ had been the subject of over 33,000 media items and online being the preferred media type.
In terms of political parties, Labor has had a significant number of mentions of broadcast coverage whereas the Coalition had more mentions across more traditional media such as print, during the two-week period. Overall, Labor has had a decent lead over the Coalition in the number of mentions across broadcast, online and print combined during this time.
Interestingly, social mentions over Twitter, Facebook and YouTube were more prominent with individual parliamentarians rather than mentions of political parties. These items mentioned more controversial statements or social ‘worthy’ statements which generated these mentions.
It was found the Coalition had considerably more social mentions over Labor when searching for the parliamentarian’s name or their handle. One Nation were also in the mix, with more social mentions compared to the Greens and the Nationals combined.
With the data analysis we have uncovered, could this be insight into who will win the election on May 18?
If you would like to keep up-to-date for the remainder of the Federal Election campaign, our exclusive Federal Election briefing can ensure you’re across all campaign announcements, funding commitments, policy updates and polling figures. If you would like to learn more about this service, get in touch with our team to discuss your needs.
Loren is an experienced marketing professional who translates data and insights using Isentia solutions into trends and research, bringing clients closer to the benefits of audience intelligence. Loren thrives on introducing the groundbreaking ways in which data and insights can help a brand or organisation, enabling them to exceed their strategic objectives and goals.
Labor’s pledge to introduce real increases to the minimum wage is if it wins the Federal Election, and the simmering undercurrents of a cultural war, have been the standout campaign themes this week.
The determined pursuit of fairness has been a fixture of the Australian political landscape for decades, yet cultural wars are a newer phenomenon. The idiom of today suggests workers are competing with bosses and businesses who seek to keep to salaries as low as possible. The current atmosphere of business-bashing was first introduced by the Coalition, who targeted the unpopular banking sector with extra taxes. More recently, Labor have rejected the longstanding policy framework of a globally competitive economy, dynamic labour market, and lower taxes, in favour of a social safety net.
For weeks, Opposition Leader Bill Shorten has branded the upcoming election as a "referendum on wages", putting forward the simple argument that ‘‘no Australian working full-time should be living in poverty’’. Meanwhile, the Coalition is expected to announce another round of income tax cuts ahead of the Budget.
Unions have also chimed in, with the Australian Council of Trade Unions calling for a $73 a week increase to the minimum wage over two years in the pursuit of a “living wage”. Labor quickly distanced itself from the Trade Union’s push, suggesting the final verdict should instead come from the Fair Work Commission. The core assumption for the Commission will be that the current hourly rate of $18.93 must rise – however Labor is yet to reveal any guidelines detailing how this increase would be assessed.
Unsurprisingly, the Council of Small Business of Australia pushed back, stating increased wages would force more businesses to incur payroll tax, and consequently be forced to look at ways to absorb costs; either through increased prices or cutting workers’ hours. Similar sentiments were voiced by Prime Minister Scott Morrison, who accused Labor of engaging in the politics of envy, and warning that Bill Shorten’s plans would result in the dismissal of many workers.
Most recently, the Australian Industry Group proposed a 2 per cent increase to keep wages in line with inflation, meaning the 2.23 million Australians earning $19 an hour would see just enough extra cash in their pay packets to buy an upsized meal at McDonald’s.
If the next Federal Election is truly a referendum on wages, the key question for voters should be; Are the market determined rates fair and just, or should the government intervene?
Visit www.isentia.com/your-insight-into-the-federal-election for more information or get in touch with our team to discuss your needs.
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During an election, the volume of media coverage on political promises and topical debates increases. This can have a positive or negative impact on your organisation.
With our comprehensive federal election briefing, you can monitor and track relevant media data to gain insight into the federal election.
Understand your organisation, your competitors, your industry and the important topics. Understand the media data that shapes each campaign day.
From policy, campaign and program announcements to funding commitments and latest polling figures we can ensure you're kept up to date.
Download your sample below or get in touch with us to today!
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In a post-AI world where misinformation spreads faster than facts, trust in leadership has hit an all-time low. According to the latest Edelman Trust Barometer, we are witnessing a steep decline in how much the public trusts CEOs and institutions. So, how do leaders rebuild that capital?
In a recent webinar hosted by Isentia, we explored the critical role of authenticity as the pathway to trust. Moderated by Paik San, Head of Insights (Malaysia & Emerging Markets) at Isentia, the panel featured Kim Dy, Head of Brand & Communications for UnionDigital Bank, and Malathi Pillay, Director of Brand Equity & Communications at Malaysia Rapid Transit Corporation Sdn Bhd. Together with Isentia’s Prashant Saxena, VP, Revenue and Insights, SEA they unpacked how brands can navigate a low-trust environment by being human, consistent, and genuinely empathetic.
Here are the key takeaways from the discussion.
Prashant Saxena kicked off the session by grounding the abstract concept of trust in a practical framework. He noted that while trust is the ultimate "wealth" a brand possesses—protecting it during crises, authenticity is the daily "currency" one must invest to build that wealth.
Isentia’s data suggests that many leaders suffer from an "Authenticity signal poverty"—posting content that lacks social proof, information credibility, or cultural fit. To combat this, communication must rely on the "Three Ps":
One of the most powerful insights came from Malathi Pillay at MRT Corp, who manages the reputation of massive public infrastructure projects, emphasized that trust isn't built in big moments, but through the consistency of day-to-day behavior. Her advice for staying authentic is to avoid the trap of "motherhood statements", words that don't really resonate with the common audiences.
She explained that stating a vision like "transforming mobility" is often lost on the audience. To make the brand promise authenticity, one must provide context.
"We always try to support our messaging with specific examples... We talk about that university student that lives in Kajang, who is now able to get to his university in Kota Damansara in one smooth ride within 45 minutes." — Malathi Pillay.
By grounding the narrative in specific, relatable human benefits, like saving time or creating local jobs, brands can bridge the gap between corporate goals and public reality. She also mentions how misinformation does not always have to be dealt with bold statements. Quiet corrections also go a long way in maintaining consistency in our media comms.
Kim Dy from UnionDigital Bank addressed the challenge of humanising a traditionally cold and intimidating industry: banking. For a digital bank where customers may never speak to a human, the brand voice must do the heavy lifting.
Kim introduced the idea of a "human compass"—a framework ensuring every notification, app interface, and social post is helpful, clear, and optimistic.
"People trust people, not logos. Authenticity means speaking the language of your customers, and staying away from jargon in an industry that is unwelcoming and very intimidating." — Kim Dy
She shared a real-world example where a deepfake of a brand ambassador surfaced promoting gambling. Instead of hiding, the bank acted with speed and transparency, proving that trust isn't built in good times alone, but is earned by how you face problems head-on and when audiences actually see the steps taken to better the brand's reputation and earn back trust.
Both panelists agreed that the role of a leader has shifted. In the past, authority meant firmness. Today, authority requires empathy.
As the panel concluded, the conversation turned to the role of AI.
Prashant highlighted a "speed vs. sincerity" dilemma facing modern communicators. His solution was to let data provide the authority, but let leadership provide the empathy. Malathi added that while AI is a tool we all use, leaders must have the discipline not to let it replace human judgment.
In her closing remarks, Paik San summarises that the secret to building lasting trust is coherence. It is the alignment of what you say, what you do, and how you make your audience feel over time.
Whether you are managing a digital bank or the infrastructural capabilities of public transport, the rules of engagement have changed. In a noisy world, the most cutting-edge strategy a leader can employ is simply being human.
Interested in viewing the whole recording? Watch our webinar here.
Alternatively contact our team to learn more insights into authenticity, leadership and why trust is on a decline.
The webinar explores how leaders can rebuild eroding public trust by treating authenticity as currency through transparent communication.
In leadership meetings across the industry, a single question has become unavoidable: "What is our AI strategy?" Behind this question is often the unspoken hope for an "AI Easy Button": a mythical, one-click solution to our most complex measurement challenges. As someone who spends a large portion of my time designing these new frameworks, I'm infinitely more excited about the blueprints and the foundations than what colour the house is painted.
For the first time in my career, we have the tools to stop using proxies and start building what we've always wanted: true, at-scale, sophisticated measurement. The real opportunity isn't in automation, which lets the AI decide; it's in the architecture and design of systems for the AI to follow. For decades, I’ve been frustrated by proxies. I’ve watched organisations use metrics like Impressions and Share of Voice as proxies for impact and influence. Too many people have been measuring the loudness of their voice, not whether anyone was actually listening.
Much of the history of communications measurement has been a story of 'good enough' data. And in some cases, data that wasn't even good at all (*cough* AVEs).
But before we can harness the potential of AI, we have to be honest about the technology and tools we're working with. As anyone who's ever used a "smart" tool knows, they can be... well, confidently wrong.
The new challenge isn't just "Garbage In, Garbage Out." The new challenge is that the AI has become a high-speed, frighteningly convincing echo chamber. When a machine delivers a flawed insight, it does so with the resolute certainty of a supercomputer, laundering that flaw into a "fact."As architects, our job is to audit the blueprints and stress-test the materials before we build the house. When my team and I test these models, we're not just looking for what they do right. We're methodically hunting for where they go wrong.
Where we continue to see a critical need for human intervention and expertise:
This is the methodical, behind-the-scenes work that often goes unseen, and it is the crucial due diligence needed. It’s not as flashy as writing a press release faster, but it’s the only way to build a tool you can actually trust to make a strategic decision.
This testing isn't just about finding technical bugs or funny hallucinations. We’re testing these new AI models against the foundational, hard-won principles of communications measurement that our industry has spent years formalising.
AI is an incredibly powerful new tool, but it doesn't get a free pass. It still has to follow the rules of good measurement.
When we stop seeing AI as a magic box and start seeing it as a powerful, scalable engine, one that we must build and steer based on these principles, then it becomes truly transformative.
A new frontier of opportunity is here. Such as the capability to move from being reactive to being predictive, and it takes careful design to get this right. Our traditional analysis has been brilliant at explaining what has just happened. Now, as architects of these new systems, we are building and testing AI models that can scan the horizon for the faint signals that precede a major narrative shift.
We can empower movement from broadcasting and the old spray and pray approach; to precision, deliberate engagement of stakeholders and audiences. This is another area where the craft of measurement design is essential. AI gives us the power to see the micro-communities and specific, high-authority voices that actually shape opinion. The work is in designing the models that can identify them accurately.
Finally, we can (at last!) move from quantifying to qualifying at scale. For me, this is the most exciting and complex challenge. For 20 years, I’ve had to choose: a large-scale quantitative study (which missed nuance) or a small-scale qualitative review (which couldn't be scaled). As architects, we can now design frameworks that don't just give a "positive" score but confirm that a specific strategic message landed, with the right audiences, and in the intended context.
That is the opportunity. It's not magic. It's the methodical, patient engineering we've been waiting for. It’s the difference between a "plug-and-play" gimmick and a truly strategic asset. The real payoff isn't just faster reporting, it’s about fundamentally upgrading behaviours and expectations of measurement. This isn't an overnight shift. As any research leader will tell you, a new methodology takes time, testing and refinement to get right.
For my entire career, we’ve been strategic thinkers working with tools that could only show us the past. We were forced to be historians, meticulously analysing what had already happened to predict future behaviour. The key to using this new, complex technology effectively is; strong communication, articulation and critical human thinking. The power of any AI is unlocked by the quality of the question you ask it. It's a system that rewards clear, precise, and strategic language.
This is a massive homefield advantage for communicators, who have spent their entire careers honing the exact skills required to be the architects of this new era. The AI we are using today is the worst it will ever be. It will only get better, faster, and more capable from here. This is what's so thrilling, and it's just the beginning. This new generation of AI driven approaches doesn't replace our intuition, it amplifies it. As communicators (and researchers!) this is the moment to level up. We get to be the explorers and the strategists who connect communications directly to business, policy and societal outcomes.
We're not just building better measurement and deeper insights; we're leading a more intelligent, more responsive and more impactful profession. What an incredibly exciting time to be in this industry.
To learn how to build the right KPIs and tell a compelling story with your data, register for our live webinar:
Get in touch or request a demo.