ASB officially departs in late September.<\/p>\n
\u201cI know the team is working really hard,\u201d O\u2019Donnell said. <\/p>\n
\u201cWe wouldn\u2019t be in a position to announce that [a new sponsorship] yet, but I know we have been working with a couple of partners on possible opportunities.\u201d<\/p>\n
Hilary Barry and Jeremy Wells have hosted Seven Sharp since January 2018.<\/p>\n
Asked if she was looking at any changes to the show, she said: \u201cNot to my knowledge.\u201d<\/p>\n
Pressed further on whether Seven Sharp was viable – on its current format and cost base – without a sponsor, she said: \u201cOur preference would be that it has a sponsor because it really helps tell those local regional stories. <\/p>\n
\u201cIt\u2019s become part of the content of the show. I think it\u2019s really important that we find the right sponsor for it.\u201d<\/p>\n
Despite myriad challenges facing media firms, Seven Sharp is a commercially successful product, with a mix of editorial stories and sponsored content. <\/p>\n
Whereas its predecessors, Close Up and Holmes, were heavier current-affairs hitters, Seven Sharp – which launched in February 2013 – is a more relaxed human-interest-style show.<\/p>\n
Five years ago, it drew an average audience each evening of 478,500 viewers, according to TVNZ\u2019s 2021 annual report. This dropped to 402,600 in 2025 but lifted to 421,300 in the first half of TVNZ\u2019s 2025-26 financial year. <\/p>\n
It is also one of the company\u2019s best-performing streaming shows.<\/p>\n
As Media Insider previously reported<\/a>, Seven Sharp boasts two of New Zealand\u2019s most popular and bankable broadcasters, Hilary Barry and Jeremy Wells, as its hosts.<\/p>\n Much of its commercial and ratings success can be placed at the doorstep of two of New Zealand\u2019s biggest broadcasting names. But the pair and their talents also command top dollar – they are understood to be among the highest earners at TVNZ.<\/p>\n Seven Sharp launched with three hosts in February 2013, Alison Mau, Greg Boyed and Jesse Mulligan, before moving to Mike Hosking, Toni Street and Mulligan the following year and soon after that, just Hosking and Street. Wells and Barry have been fronting the show since 2018.<\/p>\n I asked O\u2019Donnell whether the two-host format was still the right model. <\/p>\n \u201cWe constantly look and review things all the time, so we\u2019ll just continue to do that.<\/p>\n \u201cIt\u2019s like any programme, to be honest, it\u2019s not specifically around that [hosting format]. We\u2019re always looking and reviewing shows.\u201d<\/p>\n She was also quick to say that TVNZ was not \u201cactively reviewing\u201d Seven Sharp.<\/p>\n \u201cI think that when a sponsorship opportunity comes up, then you do think about how do you want to integrate that within the show,\u201d said O\u2019Donnell. <\/p>\n \u201c[Is there] anything that you do differently? That will come once we determine who the partner is.<\/p>\n \u201cWe\u2019ve got to make the show commercially successful. It\u2019s important for us to find ways … [to] bring those integrations into the show in a way that connects with audiences as well.\u201d<\/p>\n The biggest question is whether TVNZ can find a sponsor willing to pay anywhere near the level of sponsorship dollars ASB pays, especially in a tight economy and with pressure on marketing budgets.<\/p>\n Media Insider was told earlier that ASB\u2019s annual sponsorship of the show has been as high as seven figures, but TVNZ wouldn\u2019t comment on commercial arrangements.<\/p>\n One source earlier rejected a suggestion that the sponsorship figure might be as high as $1.5 million, or even $2m, back in time.<\/p>\n News tip? Feedback? Please email shayne.currie@nzme.co.nz<\/p>\n In a statement last week announcing its financial results<\/a>, TVNZ pointed to the \u201cfresh energy\u201d of shows such as 1News at Six, Breakfast and the new Business Breakfast show.<\/p>\n Seven Sharp has been left relatively unscathed by the multiple changes and cutbacks at TVNZ in recent years \u2013 Breakfast and 1News at Six have new hosts, and various shows, segments and platforms have been scrapped, including Sunday, Fair Go, Midday, Good Sorts and Re: News.<\/p>\n In the PR statement yesterday, a TVNZ spokeswoman said: \u201cWe presented the Seven Sharp sponsorship opportunity to key partners last month, and the response has been incredible. <\/p>\n \u201cThe show\u2019s a standout performer for TVNZ, and this is the first time the sponsorship has been taken to market in a decade. Discussions are progressing well, and we\u2019re excited to share more soon.\u201d<\/p>\n Ultimately, it appears Seven Sharp\u2019s future shape and cost base are likely to hinge on the value of any new sponsorship. <\/p>\n And in that sense, all eyes are on TVNZ\u2019s commercial department to seal the deal.<\/p>\n The race to be RNZ CEO<\/p>\n The hunt for a new RNZ chief executive is understood to be in its final stages, with a shortlist of candidates now whittled down to only two or three names.<\/p>\n Media Insider understands the public broadcaster is on track to announce a new leader in line with chairman Brent Impey\u2019s earlier targeted timeline of \u201cby September\u201d.<\/p>\n That could mean any time this month, but all signs point to an announcement sooner rather than later.<\/p>\n Six names have consistently come to Media Insider\u2019s attention: RNZ board member and South Pacific Pictures managing director Andrew Szusterman, Banking Association chief executive Roger Beaumont, former TVNZ executive Brent McAnulty, current TVNZ executive Nadia Tolich, former RNZ news boss Richard Sutherland and Stuff Publishing managing director Joanna Norris. <\/p>\n Former MediaWorks, TVNZ and Sky TV executive Ciara McGuigan, who has just been appointed as an associate director on the RNZ board, is another name that had been floated, as was NZME chief audio officer Jason Winstanley.<\/p>\n Impey earlier told Media Insider that RNZ<\/a> was running an open process to find a new chief executive, with advertisements underway.<\/p>\n A subcommittee of the RNZ board of Impey, Gracie MacKinlay, Mads Moller and Paula Browning would filter candidates, he said at the time, with a shortlist of two or three to \u201ccome before the board for a final decision\u201d.<\/p>\n Asked what new skill sets the board would be seeking in a chief executive, Impey said in July: \u201cThe view of myself and the new board is that we\u2019re going through a really dynamic, transformational time in media. RNZ\u2019s got to be part of that to provide the value for the shareholder [which] equals the New Zealand public.<\/p>\n \u201cThe skills we are requiring are media skills, the ability to transform \u2013 a lot of that transformation can be in technology and [someone who] knows how to work in an ever-changing, dynamic industry.<\/p>\n \u201cTo be honest, I would be very surprised if it wasn\u2019t someone with media experience.\u201d<\/p>\n An RNZ spokeswoman said yesterday: \u201cThe board is progressing the appointment of RNZ\u2019s next chief executive and has been very pleased with the strength of the field. The appointment will be announced once the process is completed.\u201d<\/p>\n Earlier, Impey said his relationship with outgoing chief executive Paul Thompson was \u201cvery good\u201d.<\/p>\n He and the rest of the board were advised by Thompson last December that he planned to leave at the end of this year, after 13 years as boss.<\/p>\n \u201cWe talk regularly already,\u201d said Impey, who moved into the RNZ chair role on July 1 after having been an RNZ director since September 2024.<\/p>\n \u201cI\u2019m one of those who … by going by no surprises, I don\u2019t need to have a set time per week to talk to him. But if I\u2019ve got a point to raise or he\u2019s got a point to raise, \u2018phone me\u2019.\u201d<\/p>\n Talking of trust levels …<\/p>\n The Government wanted RNZ to lift its public trust targets for 2026-27, saying its goals were neither ambitious enough nor sufficiently challenging, but the public broadcaster did not budge.<\/p>\n Documents released to the NZ Herald under the Official Information Act show Media and Communications Minister Paul Goldsmith and officials wanted RNZ to aim higher than its stated trust goal.<\/p>\n RNZ wants to increase to 60% the number of people who agree it\u2019s an organisation they can trust.<\/p>\n According to RNZ\u2019s latest self-commissioned annual survey, the number of people who trust the broadcaster sits at 57% – down one percentage point on the 2025 survey.<\/p>\n In a letter to RNZ in May, Goldsmith reminded the broadcaster of his \u201cexpectation that targets need to be ambitious, particularly around trust and audience goals\u201d. <\/p>\n He said: \u201cI am not yet confident that the targets in RNZ\u2019s draft SPE [state of performance expectations] are sufficiently challenging. <\/p>\n \u201cIn particular, I am not satisfied that setting a target of 60% for audience trust is ambitious enough, given RNZ has nearly already achieved this goal,\u201d Goldsmith said in the letter.<\/p>\n He asked RNZ to \u201cplease review targets and revise them to focus and challenge RNZ to meet ministers\u2019 expectations of increased performance\u201d.<\/p>\n However, RNZ\u2019s official statement of performance expectations has retained the 60% target for 2026-27.<\/p>\n Get Media Insider straight to your inbox – at the top of this story\u2019s web page, click \u2018follow author\u2019<\/p>\n In a statement, RNZ told Media Insider that its board had earlier made clear to the Government that trust was \u201cboth a strategic objective and a core editorial value at RNZ\u201d.<\/p>\n \u201cIn assessing the target on trust, the board considered previous survey results, the Value Indices data from May showing current market trends, and an international benchmark of trust in news consumed of 44%,\u201d said an RNZ spokeswoman. <\/p>\n \u201cThe board also considered research into the drivers of trust, noting that not all are within RNZ\u2019s control. International and local research consistently identify political attacks on media institutions as a factor that undermines public trust.\u201d<\/p>\n An RNZ spokeswoman said the board\u2019s conclusion was that a 60% target was \u201cambitious, achievable, and would provide a meaningful gauge of RNZ\u2019s performance on trust\u201d.<\/p>\n \u201cRNZ takes trust extremely seriously and has put in place a series of initiatives to improve trust … these initiatives have resulted in improvements in RNZ\u2019s trust levels from 49% in 2023 to 57% in 2026. RNZ remains New Zealand\u2019s most trusted news brand.\u201d<\/p>\n Goldsmith told Media Insider in a statement: \u201cI expect the board to aim higher.\u201d <\/p>\n Audience goals<\/p>\n Treasury also believed RNZ\u2019s audience targets were too conservative, although Goldsmith did not suggest any higher numbers in his letter. <\/p>\n Nonetheless, RNZ did lift its audience target – it wants 87% of New Zealanders aged 18+ to consume RNZ content each month, up from an earlier, achieved target of 85%. <\/p>\n That goal is greatly aided by RNZ\u2019s content sharing partnerships with other media companies, such as Stuff and NZME.<\/p>\n RNZ\u2019s annual trust survey<\/p>\n RNZ is New Zealand\u2019s most trusted media organisation, according to the latest AUT trust in news survey – and RNZ\u2019s own polling.<\/p>\n RNZ has regularly published the results of its own trust levels in its annual, self-commissioned Value Indices poll.<\/p>\n So it was somewhat of a surprise to learn last week that RNZ has been quietly measuring trust levels of five other media companies – TVNZ, NZ Herald, Stuff, Whakaata Maori and Sky TV (owner of Three) – for the past six years. <\/p>\n A non-bylined news story out of RNZ last week announced the results of other media firms in the most recent survey. That news story was published at the same time as an RNZ media release.<\/p>\n \u201cThese figures weren\u2019t part of our press release,\u201d said a spokeswoman.<\/p>\n \u201cThey were provided to an RNZ journalist on request for a story, and we\u2019re providing them to you now on the same basis. RNZ doesn\u2019t proactively publish other organisations\u2019 trust results; they\u2019re collected as context for our own performance reporting and released when requested.\u201d<\/p>\n She added: \u201cWe track trust as part of our broader Value Indices survey, which looks at New Zealanders\u2019 attitudes towards RNZ. Because trust in any one organisation can\u2019t be meaningfully assessed in isolation, we also measure trust in other New Zealand media organisations, which lets us track our own progress against the wider trend rather than in a vacuum.\u201d<\/p>\n The secret behind Tina from Turners\u2019 success<\/p>\n A Q&A with newly minted marketer of the year, Turners\u2019 Sean Wiggans – a title he won at the Marketing Awards on Wednesday night.<\/p>\n Sean, congratulations on the win – and title. Was it a big night?<\/p>\n Hell yes.<\/p>\n Did you thank Tina from Turners?<\/p>\n There are so many people to thank! I\u2019ve been very fortunate in the people I\u2019ve learnt from over my career. Tina is a wonderful collaboration between Darryl Parsons and Bubbah. They are both absolute legends and make magic for us every time they pull on the blue shirt. And yes \u2013 they are both due a beer or two. <\/p>\n What\u2019s made that campaign so successful?<\/p>\n There are always a lot of things. The main thing for me is the hard yards everyone on the Blue Team put in to transform the company. Once we had our business model and our culture firing, it was time to tell people about it. <\/p>\n Enter Tina. Tina shines a light on what the great people at Turners deliver every day. Our leadership group has a very clear vision of where we want to get to and how we plan on getting there. Which makes it easier – when you line up marketing objectives and strategy so closely with really clear business objectives and strategy, that\u2019s when you get the kind of results we\u2019ve had. <\/p>\n And we\u2019ve kept the campaign very simple. One simple message, one genius character designed to entertain and consistent execution all the way through for six years. That\u2019s a good way to maximise your budget and punch way above your weight. There\u2019s a lot of advertising and marketing science around, and most of it is free to access. Those who choose to ignore it \u2026 great. Makes our job easier :).<\/p>\n How do marketers like you succeed in an environment where there is so much content battling for people\u2019s attention?<\/p>\n Do less. But make it f***ing great. Dull, run-of-the-mill, rational, safe ads disappear. If they even register in the first place. Roughly 85% of digital advertising is seen for less than 2.5 seconds. Which is important because that\u2019s the amount of time humans need to see something to remember it. <\/p>\n So if you\u2019re in digital, you better work hard to be in the 15%. Yes, some brands can get away with one second. Coke. McDonalds. Very few. <\/p>\n We\u2019ve got one message and a small amount of ads that have had a lot of love. Our ads resonate, and we\u2019ve been consistent in our look and feel for six years. Compounding is as real and effective in ads as it is in finance. Again, the science is clear and available. Invest in making great ads, not lots of shit ones that no one remembers.<\/p>\n How are the next five years shaping for the marketing industry in New Zealand – is it getting the attention it deserves in the C-suites?<\/p>\n I\u2019m a huge believer in the power of marketing done properly to deliver growth to the bottom line. There are some incredible marketers in NZ. Smart, infinitely capable and focused on delivering business results. Usually on budgets that are very small relative to those in other countries. <\/p>\n We should be in good shape, but that is not what I consistently hear. And I think it\u2019s because while the \u2018how\u2019 of using marketing to get growth is actually pretty clear, as a profession we have overcomplicated it. Which has lost everyone a lot of ground. <\/p>\n And the actual doing is challenging because we\u2019re dealing with humans with all their fickle ways – which is why the only real answer you can give in marketing is \u201cIt Depends\u201d. <\/p>\n No one wants to hear that as an answer. And I\u2019m talking about marketing here \u2013 not advertising. Which unfortunately is what a lot of marketing has come to mean. The pity there is that advertising is often the least powerful tool in the toolbox. <\/p>\n Does it get the attention it deserves from C-suites? I know it does at Turners! And I\u2019m assuming elsewhere as well. I don\u2019t know for sure obviously, but there are plenty of marketers delivering \u2013 Georgia at One NZ, Shannon at Samsung, Annemarie at Lion, Nathalie at Animates to name just a few recent examples. <\/p>\n I reckon what Frankie is doing at The Warehouse is way more than just new ads \u2013 he looks to have everyone on board, and the company is making a shift in their culture. <\/p>\n Olly Lynch is going to do great things at Woolworths. I\u2019m sure these guys have their challenges too, but their C-suites are definitely on board. <\/p>\n However, against that are a lot of stories where it sounds like marketing doesn\u2019t have a seat at the table and is relegated to a support function instead of a core function tasked with growth.<\/p>\n I reckon the challenge to C-suites should be to really hone in on why their business is growing, or not growing. Be brutally honest about it. And if you\u2019re not growing or not growing fast enough, maybe try something else. I\u2019m not saying marketing is the answer to every problem. But it might be, and, done right, growth should come. <\/p>\n Easier said than done, of course – refer to the previous statement of \u201cIt Depends\u201d – and because of the number one hard truth. Effective marketing costs money, usually more money than is comfortable. And many C-suites have not seen a great return since the rise of digital advertising.<\/p>\n Don\u2019t get me wrong, digital advertising is valid and definitely has its place. But we were told it would replace everything else and that it would be cheaper and we could measure it all. <\/p>\n None of that has been borne out by the results. Instagram does not replace TV. Snapchat does not replace radio. They do a job, and for some categories a good one – and will actually work better if you are on TV and\/or radio, but they are not replacements. That\u2019s right now – things will change \u2013 that\u2019s a given. <\/p>\n Media will continue to fragment, and how we deal with that is not going to be easy. I heard the other day that print readership is rising among 18-to 29-year-olds. I doubt anyone would have called that. How people are using AI is starting to change the journey as well \u2013 but brand still looks to have a huge role to play.<\/p>\n Great marketing should be an investment in the future of the company. Done right, it will deliver profit for years to come.<\/p>\n I\u2019d recommend every C-suite executive who wants to grow should start by reading James Hurman\u2019s book Future Demand. It won\u2019t guarantee you success, but you\u2019ll at least see what\u2019s possible. And maybe ask your marketing team what they think \u2013 don\u2019t tell them what to think. <\/p>\n Will we see a new Tina campaign at some stage?<\/p>\n Absolutely. There is no way Turners are leaving Tina behind. But not for a while. Weird pseudo-fact. I reckon I would\u2019ve seen the Tina\u2019s Roadtrip more times before we launched it than 95% of NZ have seen it now. Ads wear in; they rarely wear out. Roadtrip has plenty of life in the tank and so does Tina.<\/p>\n Leaked Stuff job descriptions<\/p>\n The importance of AI tools in assisting journalists in their newsgathering has been reinforced in new Stuff job descriptions leaked to Media Insider.<\/p>\n As the company cuts multiple roles from its newsroom,<\/a> new job descriptions heavily emphasise the role of AI in future to help streamline tasks.<\/p>\n New job descriptions for the roles of a \u201csenior journalist\u201d and a \u201ccontent production specialist\u201d list the \u201ckey\u201d responsibility of \u201ccontent and story preparation\u201d and have multiple \u201cexpected results\/outcomes\u201d including (and these are all verbatim):<\/p>\n Proactively source, structure and prepare data, visuals, documents, transcripts and other supporting materials to enable multi-platform publishingEnsure raw materials are organised in a way that supports rapid production across digital, video, audio and print formatsBe actively curious about AI tools and willing to embrace them in your workflowsUse AI to identify stories, trends and signals faster than competitorsUse AI to analyse documents, data and large information sets at speedProduce multi-format content (text, video, audio) quickly using AI-assisted workflows when availableApply strong editorial judgment to verify AI outputs and ensure accuracyUse AI to surface audience insights and participation trends to inform reportingContinuously adopt and apply new AI tools to improve speed, quality and impactTreat AI as a core part of daily workflow, not an optional add-onUse AI to increase output without compromising editorial standards<\/p>\n Media Insider sent a list of questions to Stuff, but it did not engage its PR team or an AI robot to respond.<\/p>\n Nonetheless, job descriptions like this will become more commonplace in the media industry and other industries. The secret will be to ensure human oversight is clearly and transparently maintained.<\/p>\nJesse Mulligan, Alison Mau and Greg Boyed were the first hosts of Seven Sharp in 2013. Photo \/ Supplied<\/p>\n
Former Seven Sharp hosts Mike Hosking and Toni Street.<\/p>\n
RNZ chair Brent Impey. Photo \/ Annaleise Shortland<\/p>\n
RNZ chief executive Paul Thompson.<\/p>\n
Media and Communications Minister Paul Goldsmith. Photo \/ Alyse Wright <\/p>\n
Tina from Turners has become one of New Zealand’s most popular marketing campaigns.<\/p>\n
Turners marketing general manager Sean Wiggans.<\/p>\n
Stuff owner and chief executive Sinead Boucher.<\/p>\n