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Blog post
June 24, 2019

What’s the next first for a country leading many conversations?

New Zealand continues to be a country of trailblazers, leading the way on key social and political milestones.

With a history that includes being the first country to give women the right to vote, the 13th to legalise same sex marriage and in recent history, an extraordinarily fast change in gun laws, it’s easy to see why this reputation of being socially progressive resonates.

As a country that favours and advocates progress, change, improvement, reform and progression towards better conditions for its people and the land they call home, the world continues to watch as more ‘firsts’ are discussed in the media, by politicians, influencers and people. In particular the topic of Health seems to be attracting attention and gaining momentum on the airwaves. 

On the health waves

Assisted Dying Bill

In recent months, tensions have risen, and tempers have flared as a parliamentary committee considers the controversial Assisted Dying Bill. Could this be another debatable issue New Zealand is at the forefront? As the country edges closer towards legalising assisted dying and Parliament having voted on this Bill’s second reading on 1st May 2019, will New Zealand join the few countries in the world who have already made assisted dying legal?

The Bill was originally introduced June 2017 and was debated at its first reading in December 2017, passing with 76 votes in favour and 44 against. At the time of release, there were more than 30,000 public submissions – the highest number of submissions received in recent Parliamentary history, according to the Justice Committee. So why has this bill gained so much traction?

It seems much of the conversation is happening through broadcast channels, perhaps unsurprisingly given the prominence of radio in New Zealand. Looking back over the last 7 months, we can see this topical spike in broadcast mentions during April, likely due to the Assisted Dying Bill submission taking place and the several debates that followed. 

The Primary Health Care Strategy

Health continues to be a theme of conversation it seems. Alongside the topic of euthanasia, New Zealand’s primary healthcare has also been a hot talking point. As well as a number of developed countries, New Zealand has a publicly funded health system. The Primary Health Care Strategy was introduced in 2001 as New Zealand’s official response to evidence promulgating primary care-led health systems for developed countries. The strategy placed an increased emphasis on greater provision and funding of primary health care and anticipated expanded and more collaborative ways of working for health professionals within the sector.

The success of this new primary care-led system has been heavily dependent on the quality and commitment of the primary care workforce, with a clear expectation of closer interprofessional working and collaborative practices. Capitated population-based funding (where a health service is paid in bulk for care provision, regardless of which clinical practitioner undertakes the care) creates potential for different ways of working in this new primary care-led environment.  A strong primary health care system is central to improving the health of all New Zealanders and reducing health inequalities between different groups, but when the health care system fails, is it valid for the conversations around the assisted dying Bill to be had?

Digital Health 2020

Another topical discussion within the healthcare sector – the ministry of health’s Digital Health 2020 plan.  This plan is a crucial factor to the success of the overall New Zealand Health Strategy and will help New Zealand to keep pace with global trends in healthcare. Characterised by greater use of digitalisation, data analytics and innovative devices are used to increase efficiency and support new forms of treatment, service delivery and preventative healthcare. The question is, do New Zealanders want their health records to be accessible online?

Medicinal marijuana

On the pharmaceutical front the conversation continues following the introduction of medicinal marijuana now widely available for thousands of patients after years of campaigning and the recent announcement of the cannabis referendum in 2020. We analysed across various media types (print, online and broadcast) the discussions around legalising the personal use of cannabis for New Zealanders and the media mentions around this topic.

Our analysis showed the most media mentions were again on broadcast channels with 113 per cent more mentions than print and 98 per cent more than online and is on an upward trend. The month of May has already produced more media mentions in half a month (589) than total media mentions in October (587 and as the referendum draws closer in 2020 you’d almost certainly expect this to continue to rise.) Using cannabis for personal use has been legalised in Canada, Uruguay and in multiple US states, and has been decriminalised in many more. By legalising its use in New Zealand, it will reaffirm the progressive reputation that continues to receive media attention worldwide.

If you’d like to understand the media lens on any topic, brand or audience, get in touch with us today. 

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We sat down with Brendan McGreevy, recently appointed Country Manager for Australia (2017) and discussed his viewpoints on leading the Australian team and the latest release of Custom Reports on Mediaportal.

Tell us who you are and how you came along with your Isentia journey

My name is Brendan McGreevy and I am the Country Manager for Australia [here at] Isentia. I joined the company in January 2004 as a tele-sales consultant, selling media intelligence services and data distribution. I’ve managed the tele-sales team and the Slice products over a number of years before we brought that back into the [Isentia] family, I’ve been a BDM, a Service Consultant, a Sales Manager and now I’m Country Manager. I have done many, many jobs and have always been in client facing, which is what I like, and I hope to continue my career throughout the company in a client-facing role.

What job haven’t you had at Isentia?

I haven’t been Chief Executive yet, so maybe at some point in the future! I am keeping my options open though.

What are you 100% passionate about and what gets you going every day?

Probably two things – one being the media and how it rapidly changes, the different forms and the different platforms that are popping out pretty much every month or every year. The other is clients – dealing with communicators – people in PR and Corp Comms.

It’s fast paced, and every day is a new and different day. If one client is on the news on a Monday, it’s going to be someone different on a Wednesday. [It’s] that kind of variety that keeps you getting up in the morning and keeps you coming into work. 

What are you most proud of, a moment of time of your life at Isentia?

I can’t think of one defining moment. I suppose each year when you see the achievements of the team, achievements of the clients, and you are hitting those targets – seeing the client growing every year and seeing that we’re doing all those things right that keeps the clients coming back for more and more. I would say that is probably the proudest achievement. 

Can you talk about what makes the Australian customer base unique and what is different about them?

I think what makes it unique from the rest of the company is that there are clients that have used us for many, many years. We’ve been through the evolution of their businesses and their careers and they’ve been through the evolution of our business.

From the hard copy clipping agency in the 80’s and 90’s through to the digitally media intelligence company we are now. Personally, I’ve worked with a lot of them [the clients], since the early 2000’s and it does create a bit of uniqueness within our business. We do find that a lot of people in the Account Management team and the Sales team have been here for 20 to 30 years, and they tend to stick around because they know the people that they’re working with. Whether they move from government to private sector [or elsewhere], they always move back again, so you tend to meet the same people over and over again – it gives that sense of familiarity with all of the clients. 

Looking at the new Custom Reports feature, what do you think would excite them most about it?

Probably the levels of customisation that we can now offer – like adding in the client’s logo and customising the look and feel of it. 

Even though it is our content that we’re sending to the clients, it is their work. Allowing them to personalise their work and distribute that internally in a format that actually gives them the kudos and credit for what they’ve done and what they’ve achieved. I think that is going to get on pretty well. 

What do you think makes Isentia brilliant?

What makes us brilliant is the people that are here.

I think the people that works here takes a very specific breed of person – you’ve got to love the media, you’ve got to love communications, you’ve got to love PR, you’ve got to love marketing, and you’ve got to love what we do, you’ve got to love the industry.

I think that is everybody that is here – evident in the high tenure of service across the business. People love what they do, they love that it is fast-paced, and they love that it is continually changing. And at the same time there is a level of familiarity at what we do as well. So yeah, it is definitely the people. 

What is your favorite feature within the latest Custom Reports release and why?

To be honest, that is my favourite feature – the customisable view of it. In previous reports you could only use the PDF and that was very much a standard, static document. This is the client’s document, and it is important that when we build our products and services that they are all about the client and not about us. It’s not about the media, it is not about the content, it is actually about that client and their business and what they need to use the information for, and how they can customise it for different stakeholders, and different audiences internally. So, the more it looks like their document and the more they can customise it, the better it is. 

Given your recent promotion to Country Manager, what excites you about the year ahead?

What we just completed in Australia is a slight restructure of the sales and services team. Previously we had an account management structure. We’ve [since] taken client success out and created a new division for Client Success and a new division for Sales.

These changes excite me because now we’ve got a dedicated focus on service for our clients and trying to understand what our client wants from us and how we can make that service better, and that is the dedication of that team. They don’t have to sell, or have find a new revenue stream, their job is purely to service our clients. Going back to that value and Isentia being client obsessed, this structure allows us to actually be client obsessed – to focus on our clients and their needs on a day-to-day basis, but to also have consultants from a different team to help clients with different services when the need arises. 

Watch the video here.

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Blog
3 minutes with Brendan McGreevy, Country Manager, Australia

We sat down with Brendan McGreevy, recently appointed Country Manager for Australia (2017) and discussed his viewpoints on leading the Australian team and the latest release of Custom Reports on Mediaportal.

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When it comes to reputation management, understanding your audience perception puts you a step ahead. Learning your audiences frustrations and what drives them, provides insight into how to positively engage with them. As a PR or comms professional, knowing which audience segment impacts or influences your brand reputation is key, especially when sharing messaging.

Reputation is important at the best of times, yet throughout the pandemic, pharmaceutical companies gained the media spotlight whilst their reputation was under scrutiny. As a result, they had to act swiftly and develop new vaccines for immediate and long term use on a global scale.

How do audiences perceive the pharmaceutical industry?

Since the pandemic, we've learned companies are expected to lead. Large companies that failed to take significant actions lost reputation. Those that acted on the opportunities presented to them, flourished. To build or maintain a positive reputation, companies needed to become agile and evolve their operations. 

By using media monitoring and audience intelligence tools, brand reputation and audience perception can be tracked and managed by monitoring traditional and social data, news and industry-specific artificial intelligence (AI). 

Audience perception comes from customer experience, functionality and reputation across mainstream and social media conversations. With social media being an unfiltered platform, it can be hard for brands to control their narrative. However, when you know what your audience is saying about your brand, you can better understand the influential voices and outlets leading the conversations. Monitoring traditional and social media allows you to:

The change in audience sentiment

As an industry that’s responsible for the research, development, production and distribution of medications around the world, having a positive reputation is invaluable.

Pharmaceutical companies frequently use social media to communicate health concerns, new advancements and potential outbreaks. Furthermore, they have been in the spotlight for the past 24 months, helping a society navigate through COVID-19 and out of lockdowns.

The pandemic led to a rapid change in public sentiments over a short span of time. People expressed sentiments of joy and gratitude toward good health, yet sadness and anger at the loss of life and stay at home orders. 

It’s important to understand audience perception toward health-related content, and how your audience perceives the news you share or is shared about you. As the world turned to pharmaceutical companies for vaccines, heightened media coverage meant the public were listening, watching and paying more attention than ever before. This gave those companies the opportunity to redefine what they stand for.

Australian trust in pharmaceutical companies versus global country average. Source: Ipsos and Statista

The role of social media

Historically, the sector had been tarnished by bad publicity. However, the Ipsos Global Trustworthiness Monitor 2021 report revealed pharmaceutical companies are now seen as more trustworthy than they were three years ago. 62% of Australians say they trust pharmaceuticals, in comparison to a global country average of 31%.

Social media intelligence plays an important role in how audiences discover, research and share information about a brand or product. Pharmaceutical companies need to continue their connection with their audiences, through storytelling. With this, they can influence a positive narrative and maintain the positive shift in reputation.

During the pandemic, Pfizer dominated social media. On Twitter, Pfizer was the most mentioned company compared to other competitors during the same period. Conversations about the actual brand were not as popular as vaccines, yet social media buzz was inline with Pfizer's consequential milestones and notable events during the pandemic.

Audience perception on twitter

With company mentions of this calibre, there’s no denying the number of conversations involving pharmaceutical companies. Audiences are talking in an unfiltered manner. Whether it's about their credibility, reputation, or the effectiveness of treatments, there’s no escaping the global conversations about the pharmaceutical industry.


Companies cannot afford to ignore conversations that could influence their reputation. Rather than treating it as something beyond their control, using reputation management tools within a media intelligence platform can assist in rolling out a more effective and efficient comms strategies on both traditional and social media.

The power of audience perception

A recent study on Eczema & Atopic Dermatitis by our sister company, Pulsar, shows a topic that is considered an intensely private conversation, has since moved online. An analysis was performed on the relationship between influential figures and wider audiences.

The below chart shows what the engagement metrics look like for the 19 most-engaged with accounts describable as either dermatologist, esthetician, medical doctor, nurse or pharmacist. 

From this chart it tells us dermatologists hold authority in this conversation with three of the highest engagement tallies originating from dermatology accounts. This suggests their audience trust their expertise and are favourably perceived.

Comparing the mentions and engagements of the top 19 influencers, by engagement, in the atopic dermatitis and eczema conversation. Sept 2020- Oct 2022. Source: Pulsar TRAC.

Audience perception on twitter
Audiences engaging in the conversation around both eczema/atopic dermatitis and medicalised skincare on Twitter, set against the more general eczema/atopic dermatitis conversation over the same period. Sept 2020 – Oct 2022. Source: Pulsar TRAC.

The above chart shows a comparison analysis on audiences engaging in conversations around both eczema/atopic dermatitis and medicalised skincare on Twitter. This is set against the more general eczema/atopic dermatitis conversation over the same period (Sept 2020 - Oct 2022).

Healthcare professionals remain a significant presence. Viewing the two audiences alongside each other:

  • Young black communities cohere into the single largest community.
  • LGBTQ+ communities emerge as a far greater presence in the wider conversation. 

From this study, we can see there is a seamless loop between conversation analysis and audience segmentation. This allows for a dynamic view of how each community talks about a topic differently. 

3 pillars to consider when repairing brand reputation

1. Be active and engaged on your social networks to help control the conversations. Turning the mythology around can be difficult, but with a compelling or positive evergreen story, it can change the perception audiences have about your company.

2. Monitor what is being said. Negative news gets more attention. This creates unwanted negative conversations and commentary. Tracking analytics, such as media mentions, share of voice and media outlets with a media intelligence solution allows you to keep a vigilant eye on the type of media coverage you’re receiving. When repairing a negative reputation, at least 35% of the company’s share of voice should involve company representatives.

3. Create a recovery roadmap to deliver on business improvements. Be transparent and authentic when it comes to communicating to customers and stakeholders. This will help with rebuilding trust and repairing your reputation. 

When a company needs to repair their reputation there is a need to use sources of traditional and social media. These will form the pillars of their repair strategy. These pillars can support a comms strategy with real-time data, identifying what's working and what isn’t.

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Reputation Management: How Important is Audience Perception?

Reputation management is crucial for any brand. With unfiltered social media, it is critical to understand your audience perception.

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Image of falling stock prices in a crisis on a blue background

In today's fast-paced world, audience intelligence is critical to crisis management. By understanding who your audience is and what they want, you can more effectively manage a crisis. 

The constantly changing landscape of the internet and social media can make it difficult to stay ahead of the curve. Additionally, the vast amount of data available can be overwhelming and make it difficult to identify the most important information.

Getting a hold of the narrative in the media is crucial. It's inevitable that at some point, your brand will receive negative press. Whether it's a simple misunderstanding or a full-blown crisis, bad press can have a serious impact on your brand's progress. 

Surviving a crisis: Optus & BeReal

Crisis management bar graph of Optus data breach mentions in the media
More than 100,00 mentions of Optus in the media since the data breach announcement.

On 21 September, there was a data breach of telecommunications company Optus where many of its customers’ information were compromised. In response, the company adopted a cautious and controlled approach in delivering its external communications. 

However, the approach allowed the media as well as social media to swirl negative narratives about the company’s “inaction”. In the three weeks after the announcement that its databases had been hacked, there were more than 123,000 mentions of the company in the media. 

In this instance, addressing a crisis quickly to minimize the impact on your business is critical. Seeing a spike in media coverage becomes a good barometer of how negative sentiment can escalate against your brand. 

In another example, rising social media app BeReal suffered a shutdown in September. The app focuses on users being authentic in their posts by prompting them to post pictures of themselves at random times of the day. With almost 15 million downloads of its app in September alone, the shutdown caused a stutter in its communications approach.

Image of BeReal tweet on shutdown
Source: Twitter

With a single tweet acknowledging the shutdown of its service, users were left puzzled as to what had happened. Media queries were left unanswered. This silence by the social media platform led to high-profile news sites such as Yahoo and TechCrunch covering the shutdown. 

This is a highly risky communication approach in an extremely competitive market of social media platforms. Social media giant TikTok rolled out its version of BeReal while Instagram has begun testing the function. 

Image of tweet on BeReal shutdown and crisis management
Source: Twitter

The lack of transparency during a crisis such as a shutdown can lead to negative publicity and a loss of trust in the company. If users are not given clear information about why an app is shutting down, they may feel ‘lost’ and ultimately lose them as users

7 things to consider for your crisis management strategy

While it's impossible to completely avoid negative press, there are steps you can take to manage it and protect your brand's reputation.

1. Acknowledge the crisis & remain transparent

In the hyper-speed age of information-sharing and social media, it's more crucial than ever to be open and honest with your audience. 

When something goes wrong, don't try to hide it - own up to it and let people know what you're doing to fix the problem. 

Being open and transparent will help build trust with your audience and show that you are committed to making things right.

2. If it happens in your industry, it's your crisis

When a crisis strikes your competitor, there is no time to revel in their troubles. On another day, the crisis could happen to your brand and the scrutiny would be as intense as it was for your competitors. 

Take notes of what is happening in the media and quickly facilitate actions to counter any possible scrutiny that might come your way. These actions must be part of your crisis management plan.

3. Anticipate and monitor the crisis

In the high-speed world of audience intelligence, crisis management is essential to protecting your brand. Rapid response and proactive communication are key to mitigating the damage of a negative event. 

By monitoring the conversations online and identifying potential risks, you can take steps to prevent a crisis before it happens. If a crisis does occur, having a plan in place will help you quickly contain the situation and protect your organisation's reputation.

Make sure you have a media monitoring function so that you can monitor the escalating spread of news. Additionally, a social media intelligence platform can identify topical discussions your audience are engaged in.

4. Don't argue, trivialise or act defensively

Crisis management is the process by which an organisation deals with a major disruptive event. It's critical to remember that in a crisis, your audience is seeking reassurance and guidance on the issues.

Therefore, it's essential that you don't argue, trivialise or act defensively. Instead, you need to be calm, informative and decisive in your actions. This will help to instill confidence in your audience and allay the media pressure to give you space to address the crisis.

5. Keep it short and sweet

The message you send out must be brief and informative in order to effectively manage the crisis. Getting involved in a large-scale debate is not advisable because it distracts your focus from finding solutions. 

A brand crisis can be a very difficult situation to navigate. Your audience is interested in what you are going to do next and what will happen to them. It's important to keep your audience updated on what is happening and what you are doing to resolve the issue.

6. Address your most important audience

In the event of a crisis, it's essential to quickly identify your key audiences and address their concerns. For a fast-moving consumer goods or a services organisation, the customer comes first because they are the primary audience of interest. 

It also depends on what type of crisis it's. If there is a workplace safety and security matter, it's better to address your employees first and reassure them on resolving the crisis. 

Ultimately, it's best to identify key audiences and have various sources of information to implement this preemptive approach. From discovering communities in social media narratives to stakeholders of your business, keeping the flows of communication open is a priority.

7. Keep authorities and the media on your side

In the event of a crisis, it's essential to effectively communicate with the authorities and the media. Provide updates to the media and work with authorities to ensure that they are kept informed of the situation. By having a good relationship with them, the crisis is managed effectively and the negative impact on your business is minimised.

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Crisis management with audience intelligence

Crisis management is crucial for any brand. In today’s social media-driven world, a brand crisis can quickly spiral out of control.

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Next week’s Federal Budget has many Australians wondering how they will be affected. 

The government has strongly advocated for building a more resilient economy than their predecessors, yet in recent months, the economy is suffering due to a rapid rise in inflation. This has pushed up interest rates and is squeezing the cost of living with both consumers and businesses feeling the pressure. 

Following groceries, the leading financial stressors for Australians are petrol, rent, mortgage payments and energy bills. And just to make ends meet, Aussies are making more considered purchases, seeking higher paying employment or working multiple jobs. Australians are already anxious about inflation with growing concern there’s no end in sight. 

Will the government restore their trust in Australians and keep their pre Federal Budget promises?

Cost of living crisis

Latest data from CHOICE’s Consumer Pulse survey, revealed that cost of living pressures are a major concern, with 90% of Australians seeing an increase in their household bills and expenses over the past year. 

Inflation pressures are intensifying and the Reserve Bank of Australia (RBA) continues to drive up interest rates - their highest level in 7 years. The government has promised a long-term and sustainable approach to cost of living support in the form of a relief package. 

Concerned about their mortgage payments, up to a third of mortgage holders could struggle to keep up with future repayments, with younger generations particularly concerned about surging interest rates. 

Using Isentia data, during an eight week period from early August to early October 2022, 18% of Australia’s front pages featured cost of living stories. Even in a time of large local and international news such as the war on Ukraine and the Optus security breach, the cost of living crisis was still making front page news.

According to Pulsar data, anxieties around the cost of living, peaked following the RBA's interest rate announcements on 4 September and 4 October. For the sixth consecutive month, Australians have had to tighten an already lean household budget.

Apprehensions around security increased on 24 September as a result of the Optus security breach and again on 10 October when the government announced changes to the country's defence projects.  Also on 10 October, cost of living concerns spiked after growing speculation surrounding the Stage 3 tax cuts being recalibrated. Australians also felt a heightened sense of unease after the announcement of a future surge in energy costs, following a recent  35% rise.

Topics causing anxiety this Federal Budget
Anxieties surrounding topics mentioned by the government. Source: Pulsar

Childcare fees are at their highest in 8 years, with child care subsidies failing to keep out of pocket costs to a minimum. On 16 September, conversation around child care spiked, as Treasurer Jim Chalmers promised to reduce the cost of childcare, yet pledged to keep spending restrained in light of budgetary constraints. 

As part of the cost of living relief package, this reduction won't come into play until mid 2023. Can Australian families wait this long?

Problematic climate conditions such as excessive rain and floods are leading to localised food price increases and diminished food quality. Even in the same area, poorer households are faring far worse than affluent counterparts. Across the board, there has been  a surge in the cost of fruit and vegetable prices (7.3%) and meat, seafood and bread rising by 6.3%

On top of these climate issues, labour shortages in both warehousing and transportation have resulted in added disruption to the supply chain. Freight costs are on the rise, putting intense pressure on importers and exporters. 

Are Aussie consumers looking at a continued supply chain that is more disruptive than the 2020 toilet paper shortage? The rise in the cost of living weighs on households' spending, and Australians are seeking alternate ways to make extra cash.

The thrifty shopper

As the cost of living rises, many Australians are seeking alternate ways to make or save cash; trimming budgets where they can; cancelling home entertainment subscriptions, and reducing insurance coverage for lower fees to name a few. Purchases at all levels are becoming more involved and highly considered, with discounts heavily sought after.

As Millennials and Gen Z shoppers are gaining more buying power, their passion for sustainable commerce is stronger than ever. Selling personal items to make extra cash has been on the rise with retail e-commerce platforms such as Facebook Marketplace and ‘Recommerce’ platforms like AirRobe, are booming. Not only are Australians becoming more financially savvy, they are conscious of the need to ‘reduce, reuse and recycle’ - a criteria these platforms adopt.

Following the money

There’s no doubt that inflation is changing salary expectations. And for those in industries where movement and remote working is possible, many Australians are following the money.

Data from the Reserve Bank of Australia, shows organisations have reported higher rates of employees leaving to achieve higher pay packets as a way to provide temporary relief for  the rise in cost of living. Interestingly, this higher voluntary turnover was especially concentrated in professional services. 

In response to labour shortages, organisations are implementing a range of non-base wage strategies - e.g bonuses, flexible work practices, more internal training and hiring staff with less experience, as opposed to increasing base wages.

Australian Bureau of Statistics (ABS) figures also show Australians are taking on multiple jobs, as full-time work forces employees to juggle several roles to make ends meet. Although multiple job holding is more common in low-paid industries, a record high of 900,000 people held multiple jobs in the June quarter of 2022. 

This is an increase of 4.3 per cent from the previous quarter and is a reflection of wages growth stagnating and nominal wages barely keeping up with consumer prices. The result; people needing to work more hours to make ends meet. 

Using data insights from Pulsar, wages is one of the ‘most anticipated’ topics in this year’s Budget. The Wage Price Index (WPI) rose 0.7 per cent in the June quarter and 2.6 per cent over the year, which represented a substantial fall in real wages given inflation rose 6.1 per cent last quarter. 

Social media conversation around wages is evolving with other indicators suggesting wages are still climbing alongside extreme uncertainty surrounding global growth and rampant inflation. 

Will Australians see more dollars in their pocket after the Budget is handed down?

The "most anticipated" topics in this year's Federal Budget.
The "most anticipated" topics in this year's Federal Budget. This is a visual representation of the conversation frequency of topics over time. Source: Pulsar

Australians taking action

With Australians taking a greater interest in living a sustainable lifestyle, the government and organisations are prompted to influence the lever of positive change and create actionable outcomes.

Despite a great deal of politicians pledging change, governments are often swayed by the media and public opinion which can derail policies wanting to address complex, longer-term challenges. Millennials and Gen Zs have long pushed to see societal and economic change. 

Results from the 10th Annual Deloitte Global 2022 Gen Z and Millennial Survey shows they are increasingly becoming more politically involved. These influential cohorts are progressively showing interest in political issues, and turning to social media to discuss their opinions. Moreover, they are consciously making calculated career decisions and spending their money with organisations who share the same values.

The top keywords used by key communities discussing the Federal Budget online and social media.
The top keywords used by key communities discussing the Federal Budget online. Source: Pulsar

Social engagement shows left wing millennials are showing concern over the budget and economic issues, with Treasurer, Jim Chalmers gaining the most chatter. Similarly, baby boomers are equally vocal, using the same keywords as millennials but they also seek strong leadership and a strong economy.

For younger demographics, their interactions or relationships with organisations is dependent on the organisation's treatment of the environment, their policies on data privacy and their position on social and political issues. 

For governments, tackling environmental, economic and social issues and their impact requires a huge transformation across all sectors. Market forces alone will not solve the problem, and the onus is on governments to take a lead to meet the sustainability challenge. 

The October Federal Budget is an opportunity for the government to show they are the lever of change by creating actionable outcomes and a positive impact. Australians are concerned for the welfare of the country and previous governments have fallen short. 

The government promises to back clean energy and build new renewable infrastructure across the country, will they succeed or disappoint?

The Federal Budget can be an overwhelming time, with an abundance of promises and policies, it can be hard to stay on top of the latest news. We have a comprehensive range of political news services available to help you navigate the political media coverage at this October Federal Budget. Want to learn what’s being said at this Federal Budget?

Click here to start navigating the announcements that may impact your organisation.

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How concerned are Australians about the Federal Budget?

The upcoming October Federal Budget has many Australians wondering how they will be affected. 

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