Uber Eats and the Marketing Power of 'Phew'
What happens when one of Australia's most recognised brands stops talking about what it delivers and starts focusing on how it makes people feel?
In this episode of The CMO Show, Mark Jones sits down with Nicole Bardsley, Head of Marketing ANZ for Uber and Uber Eats, to explore the thinking behind Uber Eats' new brand platform, "Phew". As Uber Eats marks a decade in Australia, Nicole shares why the business made the bold decision to evolve from communicating products and categories to owning a simple but powerful emotional benefit: relief. From in-depth consumer research to uncovering hidden barriers around guilt, pressure and convenience, she reveals how one word became the foundation of a major brand transformation.
Nicole explains why great marketing begins with understanding the customer problem, not the creative execution. She discusses the importance of finding distinctive human insights, balancing brand and performance objectives, and proving marketing's commercial impact. The conversation explores how Uber measures both long-term brand building and short-term business results, challenging the idea that marketers must choose between creativity and performance.
The discussion also dives into Uber Eats' famous use of celebrity, humour and cultural storytelling. Nicole shares why the brand follows an "idea first, celebrity second" approach, how campaigns such as Before Uber Eats use nostalgia to create relevance, and why local creative execution has helped Australian-born campaigns scale globally. Along the way, she offers practical lessons on behaviour change, brand distinctiveness, measurement, and how marketers can earn the confidence to take bigger creative risks.
For marketing leaders seeking to build brands that create both emotional connection and commercial growth, this episode offers a masterclass in insight-led creativity, behaviour change and the power of solving real human problems.
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This episode of The CMO Show was brought to you by host Mark Jones, producers Niall Hughes, Kirsten Bables, Syd Le, and audio engineer Ed Cheng. This is an edited excerpt of the podcast transcript.
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Mark Jones
One of brand marketing’s big claims to fame is that it drives long-term growth of the business. But what if you could have your cake and eat it too? Short-term performance and long-term growth? Wouldn't that be something?
Hello and thanks for joining us on The CMO Show. Great to have you with us. My name is Mark Jones, and this show is brought to you by ImpactInstitute in partnership with Adobe. My guest today is Nicole Bardsley. She's the director of marketing at Uber and Uber Eats in Australia and New Zealand. Of course this is an iconic brand. Everybody wants to know what these guys are up to, and they've been in the news recently at least the marketing trade press, for the launch of a new brand platform for Uber Eats called Phew. As in the word P-H-E-W. You know that emotion, right? The sigh, the relief, and the creative idea, of course, is to provide a counterpoint to the guilt that some of us might feel when we order something on Uber Eats. That's the human insight. We had a great chat about how this came about, the evolution of the brand, and how Nicole thinks about both long-term performance through brand marketing and delivering short-term gains as well, which is not a conversation we have very often here on The CMO show, so it's a great chat. Let's get into it.
Nicole, thank you so much for joining me on The CMO Show.
Nicole Bardsley
Thanks for having me.
Mark Jones
I wanted to start with your career. You've had the experience of working at Virgin Mobile, Westpac, Cash Rewards, and then now Uber, and of course, Uber Eats, which we'll talk quite a bit about today. But if you think about, the work that you've done over that time, it struck me looking at a bit about your career, that brand has been a big part of your work. Would you call yourself a brand marketer?
Nicole Bardsley
100% would call myself a brand marketer. It's probably the consistent thread across all of my roles, even though I spent a lot of time very early in my career being a kind of marketing generalist as well.
Mark Jones
Yeah. And what do you love about it?
Nicole Bardsley
I think I just love the power of brands to grow businesses, and I think there's huge opportunity in brands to actually shape the agenda of growth for a business.
Mark Jones
Yeah. And obviously, the role of creative, which we'll talk about in just a moment around Uber Eats, but, what's the role of creative in your mind? How do you approach that?
Nicole Bardsley
I think the starting point with creative is really, first of all, finding the unique customer problem that you're trying to solve and getting really, really clear around what that business or customer problem is and what the kind of really unique human insight is that sits at the heart of it.
Mark Jones
Yes.
Nicole Bardsley
And I think once you've got that right, then you can start developing great creative. But I've even had examples where we've maybe got that slightly wrong and gone off into a wrong tangent on something. And so you have to kinda come back to that, what is that customer problem? What is that unique insight, as like the starting point. And then in terms of like creativity, I think what I think distinctiveness matters enormously, and making your brand incredibly distinctive is like at the cornerstone. And I think the, my history at Virgin Mobile taught me a lot about that around how a brand can stand for something, that can be really inherent in its brand DNA.
Mark Jones
If I did a little Venn diagram of what you just said, and correct me if I'm wrong, but you've got this, creative human insight, then you've got brand distinctiveness, and then I think this, this, the third thing would be the story that you tell that, you know, that brings it all back together. Is that a fair way of thinking about it?
Nicole Bardsley
It is, but I think as I've like gone through my career, there's, the one other thing that I think is like incredibly important is that as a marketer, you also need to have a really strong understanding of like the commercial drivers of the business. And you need to think commercially. You need to be able to understand the business, understand the P&L, demonstrate the value that marketing delivers in terms of growth and be able to measure that and back that. And I think, so it is, it's that insight, it's that distinctive creative, and then the third part I would add is that being a really commercial force within the business as well.
Mark Jones
Yeah. And performance marketing, this is one of the little debates I love about marketers. We actually see them as two different things, but I suspect that you've got a view around brand and performance working together.
Nicole Bardsley
I think I've never really subscribed to the fact that, that they are opposing forces. I think they are one and, like all integral parts of your overarching media mix. I think ultimately, as marketers, our ultimate objective is to drive behaviour. And sometimes that is about shifting memory structures and brand attributes and preference to drive a longer-term outcome. But sometimes it's also about driving an immediate sales outcome for the business, and I think good marketing needs to understand both of those levers. And I think particularly at Uber, we're really rigorous about proving out the effectiveness of brand, both in the long term. But we've also run quite a number of market level tests to assess the short-term impact of our investment in market.
Our mobility campaign, Can't Do That If You're Driving, is a really great example of that, where it was designed to shift perceptions and get our lighter and lapsed riders to be taking more trips with Uber by showcasing, all the things that you can't do if you're in the driver's seat yourself. But at the same time, we measured the incremental uplift it was driving, both in terms of app sessions, trips, and first trips in market, and we actually saw really positive short term incrementality off the back of that campaign. So I don't think it's one or the other. I think that great marketing has the power to do both.
Mark Jones
I tell you what I like, which is this is. I suspect then that there's this myth that brand equals long-term performance gains as opposed to short-term. You're saying it can be both.
Nicole Bardsley
I think it definitely can be both. We have a retail marketing campaign that we run on the Uber Eats side called Ding Dong Deals, and it has like a twofold objective. In the long term, it's about shifting value perceptions and tackling like barriers around affordability. But in the short term, it's driving incremental trips behind the $10 deals and demonstrating that we have great value on the platform, and it's, it's got a dual role of both long-term behaviour change, but also short-term business impact as well.
Mark Jones
Now you told me that you've been with Uber for two and a half years, which is like a fast and slow experience at the same time. And I'm going to try to avoid too many car puns. I was going to ask you what's been driving you? No, sorry. But I would love you to give me a picture of that experience and how you differentiate those two brands. Because there's, I'm interested in this because there's two different human stories going on. One obviously is get me somewhere, and the other one is bring me something.
Nicole Bardsley
Yeah. It definitely is. I think one of the things, like it's amazing to get to lead not only one amazing brand, but two amazing brands in this market. And there is a common thread between both of them. They all ultimately make life a little bit easier for people. You know, they overcome and drive a benefit of convenience as well in people's lives. And I think, you know, whilst we have separate, like, businesses that run each of those brands, the customer is uniquely the same across both of them as well. So whilst they, they, they're solving different end problems, one is getting you places, the other one is bringing you things, they're inherently removing friction from everyday life, and that, that's quite common across the brands.
Mark Jones
Yeah.
Nicole Bardsley
So definitely we're not trying to make the brands say the same thing in market. They each need to have a clear role and a distinctive proposition in market. But there are places where the ecosystem comes together and, you know, there's great opportunities where we can bring both sides of the business together to solve problems for customers. So yeah, I think we think about them as complementary, not opposing brands.
Mark Jones
Well, let's dive into Uber Eats and the Phew campaign, which has been getting a nice bit of coverage in the trade press, so nice work on that. But firstly for the listener, the viewer who's not yet seen your creative, can you just give us a quick overview of what this is?
Nicole Bardsley
Yeah. So Phew is our new brand platform for Uber Eats in Australia. And it's, at its heart, there is a really simple idea at the heart of it, which is the benefit of relief. So we've spent the last decade here in Australia on the Uber Eats brand telling you about the things that we can deliver you. So the first of all that was Tonight-I'll-Be-Eating, which established us as a really significant player in the online food delivery market, and then more recently Get Almost Almost Anything, which was really broadening the definition around what we deliver beyond restaurant food into grocery and retail, and a variety of things.
So this shift in our, what is our 10th year of, um, operating in Australia this year-
Mark Jones
Oh, I didn't realize it was that long
Nicole Bardsley
... yeah, 10 years this year. And this shift is really to focus around how Uber Eats makes you feel, less about what we deliver you, and actually what is the benefit in your everyday life? And that benefit of phew, of that feeling of relief, it's that little exhale when you hit order, or when your order arrives at your front door. It's that feeling of having one less thing to do, knowing that you've got the groceries arriving and that dinner will be sorted, or that one thing that you've forgotten to get, or that one emergency thing that you need delivered is, just about to arrive at your door.
And this brand platform at its heart is incredibly simple. I love that it's simple. It's a one-word brand platform. It's the simplest it gets. But it also captures a very human feeling. And it's, it, because of that allows us to have the breadth of what it applies to in terms of a whole host of things that we still deliver you, um, that continues to reposition us from delivering just restaurant food into grocery and retail.
But ultimately it's also about giving people permission to take a tiny bit of stress out of your daily life to make things a tiny bit easier by, you know, pressing a button and getting things delivered to you. To launch it, uh, we're casting our minds back to a time before Uber Eats existed, that ancient time of 2013, which, doesn't feel that long ago, but life was still significantly different back then, and the idea is BUE, Before Uber Eats. And we're using nostalgia and humour in a really fun way to show how inconvenient daily life was.
How it was a mission to go to the shops to get what you needed, and that you couldn't just order what you needed on demand. So it's a big evolution for the brand but it-
Mark Jones
And there's some comedy in there too with Redfoo.
Nicole Bardsley
Yeah.
Mark Jones
There's a Phew-Foo...I see what you did there, by the way. Yeah.
Nicole Bardsley
A few familiar faces that we're bringing back. So yeah, finding the right celebrity to bring the idea.
Mark Jones
Which has been a tradition, you know, bringing celebrities in for cameos, right?
Nicole Bardsley
Either cameos or central roles. I think, people often ask us about how we use celebrity in our campaigns. And we are very intentional that it is, an approach of idea first, celebrity second. So, we always start with what the core idea is, and then we think about what are, what is the right celebrity to help bring that to life. And, you know, celebrity has become quite synonymous. It's almost a distinctive brand asset in itself for our Uber Eats and Uber brands.
But we're very intentional around how we use celebrity. It's definitely not celebrity for celebrity's sake. So in the case of Before Uber Eats, it was about finding the right celebrities to bring that to life. So someone like Redfoo was huge in 2013. Um, you know, everyone couldn't get Party Rock Anthem out of their heads. But he has somewhat sort of disappeared out of daily life.
Mark Jones
That was what struck me. I was like, "Oh, Redfoo. Yeah, I'd completely forgotten he exists." Not disrespectfully, but, you know.
Nicole Bardsley
Exactly. And so there's this nice way of, like, bringing back the nostalgia but also subverting it in a funny way. Um, and, you know, reminding people that, yeah, remember Redfoo? You know, he was funny? And now using him intentionally to lead a flash mob, which is an obstacle getting in your way. We also feature Troy Sivan, who, you know, was pretty young back in 2013, and so we've cast him working in a supermarket before the height of his fame.
So there's a definite, like, combination of finding the right two people. We do that in all of our campaigns, You Can't Do That If You're Driving, which I mentioned earlier. We, you know, very intentionally brought two unlikely people together in Tom Cardy the Australian, online comedian with Shania Twain, country music icon, and brought them together to create an infectious pop song, and that had like, multi-generational appeal. But it was also the mix of that unexpected coming together that was really important to that idea as well.
Mark Jones
I mean, it's kind of a golden rule. If you can make people laugh, you've got them, right? If you can be funny in an ad, that's kinda everything. But you know, comedy is dangerous for a lot of brands. So how do you avoid not being funny in very simple terms?
Nicole Bardsley
I think, one of the strengths of our brand is that, you know, humour is kind of part of the DNA of Uber Eats. Like, you know, even if you go back to the Tonight I'll Be Eating world, like, there was, you know, a really fun sense of, like, bringing unexpected people together that delivers an element of comedy, and it's certainly been a key theme through all of our work. That self-deprecating humour is part of the Uber Eats and even the Uber tone of voice. And so, you know, we're very clear that we need to, you know, bring that tone of voice and be consistent with that even though we're evolving the platform under which we communicate. And I think humour is, like, a really powerful emotion. I think when we made this shift to the new brand platform, because we were tapping into sort of an emotional territory, we didn't suddenly want to take the brand to a really earnest space. We wanted to keep all of those things in our tone that were really distinctive and that we're known for.
Mark Jones
You're keeping it light.
Nicole Bardsley
Yeah. And that's, that's how we're using nostalgia. Nostalgia can invoke emotion but we're almost subverting it a little bit by saying, "Remember the past?" Like, the past is often looked on really favourably. And in this instance, we're subverting it by saying, "Actually, remember 2013? It was, like, a really inconvenient time.And things weren't so great back then," versus like, the convenience that everyone has kind of come to expect is part of everyday life now.
Mark Jones
So there's a great creative insight here, which is that Phew could be earnest, but it could also be the relief you're looking for. So there's a tone that you've chosen from a creative point of view. If I could go back to the problem, which of course is key to all of this. I was reflecting on it because I was watching the creative as well. I think one of the emotions here is guilt.
Nicole Bardsley
Yep.
Mark Jones
So from the Uber Eats point of view, I mean, I've chastised my own daughter, if I can be honest with you, for using Uber Eats. I'm like, "Why did you get someone to just bring that one little thing," right? So that's an expression of sort of guilt, I guess. But also, I wonder whether part of the human truth and the human problem that we're dealing with here, which again is a choice to decide how we interpret it, but you've got guilt, but you've also got sort of an impatience. Like, "I want that now," or, "I need that now” right? Like, if you've spilled your food on the floor, in the creative here, right? You spilled it. That, was the sort of the hook. But those sorts of things I realize. So if I've wrecked my dinner, I do want food now. But there are some times when we're impatient for something that's really, like you could just wait. So that's part of the guilt story as well. So I guess, it's a long question, but tell me your reflections on that human truth and why this is so important.
Nicole Bardsley
Yeah. Look, I think as I kinda mentioned, it's really important to get really clear on what the customer problem or the insight is at the heart of the idea, and that's very much what we did on the journey to bring this work to life. Over the past four years, we've been telling people everything that you can get delivered or that you can't through Get Almost Almost Anything. And it was inherently designed to reposition the brand from just online food delivery into grocery and retail and other items.
But I think what we're starting to find is that awareness of what you get delivered and the benefit of, like, understanding the great selection is part of the story. But particularly when we're starting to, like, drive a different level of kind of category growth particularly amongst maybe lighter users of our platforms, that we started to uncover some, some of those more significant barriers. We started this process with some really in-depth, consumer research.
We actually did it, across the full APAC region. And then we started to explore different territories and different benefit ways in. What kept coming through was that people feel an amount of pressure in their daily lives, but there's also this interesting tension, and it's something that's quite unique to Australia. There's like, this spirit of, like, hard yakka of doing things, like, the right way or putting in effort for reward.
And there's almost this inherent like, "Oh, I should cook for myself because that's the better thing to do," or, "I should plan better so that I don't have to get things delivered at the last minute," or, "I should go to the shops myself instead of getting it delivered." And that really, we uncovered that sort of, that tension in the idea around people feel like they should do it, but they also feel this incredible amount of pressure as well, and that they're looking for things that help them save time and make things easier.
Mark Jones
Yes.
Nicole Bardsley
And that gave us the kind of strategic leap to identify that we really needed to, to move into this more emotional benefit territory and, and almost give permission to go, “yes, life is busy. You shouldn't feel guilty about taking one less thing off your to-do list by, you know, pressing and getting things delivered at the press of a button”. So, that really became the heart of, like, the brief around how do we bring the benefit of convenience not convenience itself, to life?
And, yeah, Phew, phew became the expression of that relief, and I think we loved it immediately because of its simplicity, but also because it's not just a word. It's actually a sound. It's also a feeling. It's also the sensation of an exhale of breath or a shoulder-dropping feeling of knowing that there's one less thing for you to have to worry about. So yeah, the kind of key thread was, like, being really clear at the outset around what the problem was that we were trying to solve, really uncover that unique insight and that unique tension, and then bring that to life creatively through initially really big, bold platform, and then as we moved into the execution. And I think one thing that we've done all throughout each stage of that process is continually do consumer research to make sure that we're on the right track, and that you know, what we found in those initial focus groups is, like, carrying through and being brought to life.
Mark Jones
One of the things I love about these campaigns is the human truth actually taps into the identity of a business. And you mentioned friction before which is this idea of, like, the business, it seems to me, are in the friction removal business-
Nicole Bardsley
100%
Mark Jones
... or something else. Because the emotions actually become a- synonymous with what the brand means, right? That's the power of brand marketing n my view. Are you seeing then that... this is not quite tail wagging the dog, but you actually have a creative idea that is driving the brand itself. Does that make sense?
Nicole Bardsley
Yeah.
Mark Jones
And how intentional is that for you?
Nicole Bardsley
Oh, definitely intentional, and I think that's... We embarked on this and knowing that it needed to be a shift. I would say it's also quite hard to make the decision to make a change. That often, you know, if something's still working, that's almost the hardest part to change it. And I think we were definitely at that point in time where Get Almost Almost Anything had been incredibly successful at repositioning the business.
We'd seen, like, awareness of getting groceries delivered increase over time. We'd seen the perceptions start to shift in terms of what we were able to deliver and, and everything. And we also found that every single iteration of the campaign that we ran was performing better than the one before. So we were seeing the benefits of compound creativity in action. So needing to make a change was not a, a light decision. I think, you know, we definitely believe in valuing consistency, but equally, we understood that, like, to continue to grow, that the category had matured, that there were different barriers to growth moving forward, and that's what drove us to the decision to make that change. And yes, having an emotion and having a feeling and having that simplicity at the heart of what we did was definitely part of the, the key ingredients.
Mark Jones
And how does this fit into the global perspective? You mentioned doing APAC research.
And, do you have the Americans looking at us as well, you know, sort of saying, "What's going on in this market?" We had the NFL in town just recently you know, so I'm always interested in that, that sort of you know, multinational interplay. What’s going on for you behind the scenes there?
Nicole Bardsley
Well, I think, I think, like, the trick in the Uber and the Uber Eats brands, and what we probably do very well, is that we have kind of global guidelines around what needs to be consistent, but we also give local markets freedom to bring it to life in a way that will resonate from a humour or cultural point of view locally. So we tend to take an approach, and we've done this on the Uber Eats brand, where it's been a global, or maybe not fully global, a multi-market, um, brand platform and then local execution.
So those global platforms, those global distinctive brand assets give us that consistency, but the local creative allows us to tap into the nuance of humour or the nuance of a local insight and how the brand shows up in that in that market. And I think, you know, there's inherently common parts of our DNA. So yes, our tone of voice is that self-deprecating humour. We talk about bold, direct, and with heart in terms of our tone of voice globally. But what humour is often inherently local as well. And so creative execution really allows you to tap into that from a cultural or a nuance around humour point of view.
But Australia's also been a really interesting market for Uber Eats because a lot of the work that has been developed here has then scaled or travelled globally. So Tonight I'll Be Eating originated in Australia, ultimately ran in nine markets around the world. Similarly, Get Almost Almost Anything started in Australia and scaled internationally as well. Even our value campaign, Ding Dong Deals, um, which was based on a uniquely Aussie insight has now extended beyond ANZ.
Mark Jones
It's quite a cheeky insight just by the way, for those playing at home.
Nicole Bardsley
So for those that might not have seen Ding Dong Deals, it's based on the insight that, when Australians see a deal or something that's really awesome, we love to swear about it. And so Ding Dong Deals, of course, we never swear. We use our distinctive brand asset of the doorbell to create the ding dong over the, like-
Mark Jones
Mm, the swear word.
Nicole Bardsley
The exclamation, the swear world. But that has started to run in Mexico, and then there's another nine markets across Latin America that it's starting to run in as well.
Mark Jones
Okay. So is there an internal betting comp on whether, Phew’s going to go global as well?
Nicole Bardsley
Look, our intention is that it will scale next year to New Zealand. We're only launching in Australia this year. So we'll go to New Zealand next year and, it's looking like Taiwan will be a fast follow too. And then we'll see how it performs and how we need to optimise for any future scale it could deliver.
Mark Jones
That's got to feel good.
Nicole Bardsley
Yeah.
Mark Jones
Doesn't it?
Nicole Bardsley
Yeah. I mean, it's great to see great work that happens here in Australia have potential globally, and it's definitely something that myself and the team are very proud of.
Mark Jones
Here's a question. Nike's got Just Do It. Locally, Woolworths have got The Fresh Food People.
Nicole Bardsley
Yep.
Mark Jones
What I love about those ideas, particularly Nike as well, quite famous, is that they come back around to that every, I think it's every two years or something, or they remind people of this core brand platform. And then they iterate, and they play with other things, and then they come back to it, and Woolworths famously went away from The Fresh Food People, but then got into trouble from a business performance point of view and came back to it. Is there an equivalent for Uber and Uber Eats?
Nicole Bardsley
There actually is. You'll see it at the end of our, Phew ad. It's the common... We call it our parent brand. It's the unique proposition that connects both the Uber Eats and the Uber brand, and it's On Our Way. And it ultimately is, like, demonstrates the convenience that we're coming to you. We're either coming to pick you up, we're either coming to deliver something to you, but we're also, you know, it does a really great job for the hundreds of thousands of earners that we have on our platform as well.
Mark Jones
Yes, of course.
Nicole Bardsley
So there is that for our brand. Bbut the way we show up in market locally is much more focused around what the Uber Eats brand platform proposition is, which is what Phew is aiming and answering, and the way that we see them coming together is they're quite complimentary.
Mark Jones
Yeah, yeah. So I feel a bit ignorant for, like, not recognizing that, right? Would you, would you ever do anything bigger with On Our Way, do you imagine?
Nicole Bardsley
Yeah, we have globally. It's played a big role in a couple of key markets globally particularly in the US. We haven't done anything bespoke specific about it here in ANZ, but hey, we will never say never.
Mark Jones
Well, you know, I'm pretty keen to find out how you go with all of that. So look, we've covered a lot of ground, I've got to say. If you think about where you're going and what's ahead, what's your advice for, for marketers that are thinking about, the role of brand and, and creativity in both performance and long-term growth? What would your advice be in terms of lessons you've learned?
Nicole Bardsley
I think get very, very clear about the behaviour that you're trying to change and the customer problem or business problem that you're trying to answer, and then once you're really clear on that, be really ambitious creatively around how you're going to change it. I think being, accountable to the commercial drivers of the business is super important, but it shouldn't make the creativity safer as well, it actually, if you're really, really clear about the problem you're solving, it should give you license to really invest in that creativity to help drive it.
So I think, yeah, focus on what you need to do, focus on that behaviour change. First you've got, you've got to get people to see your work and recognize that it's for your brand, so invest in building that distinctiveness, and then, measure a lot and as often as possible to make sure that you're understanding whether or not you've changed that behaviour, whether or not you've shifted that perception, whether you've driven that incrementality. And so yeah, I think start with the business problem, the human truth, invest in creativity, and then measure everything you do.
Mark Jones
What's the thing that gives you the most satisfaction out of all of that?
Nicole Bardsley
I think ultimately, it's about seeing the end result and seeing it perform, and one of the great things about having that consistency is seeing how you improve over time. So you might not get it right the very, very first time, but you should identify the, the areas where you need to improve or learn, and then it allows you to kind of, how do you raise the bar on that? How do you keep pushing things further?
Mark Jones
Mm-hmm. And how many people on the team, by the way?
Nicole Bardsley
Very, very small team here in ANZ.
Mark Jones
Really?
Nicole Bardsley
We're a highly matrixed organisation.
Mark Jones
What does that mean? Everyone's everywhere?
Nicole Bardsley
Well, we have, like media and communication partners that report globally. But yeah, the team in ANZ is about eight people.
Mark Jones
Wow.
Nicole Bardsley
So yeah, it's a very, very small team that deliver a huge output of work.
Mark Jones
Okay, well, that'll resonate nicely for many of our listeners and viewers because, you know, that's probably about right for a lot of organisations. So in addition to knowing your numbers and being driven, it's probably know your people.
Nicole Bardsley
Yeah, 100%. And know what they're good at, and point them in the right direction to make impact.
Mark Jones
What a great story. Thank you for coming in to tell us all about Uber Eats, all the best with it, and thanks for sharing your insights. It's been a pleasure to have you on the show.
Nicole Bardsley
Cool. You're welcome. Thank you for having me.
Mark Jones
One of the things I really enjoyed learning about from this conversation was the concept that we can choose how we want to play with an emotion and the idea of Phew, you know, Nicole explained, could be sort of seen in this earnest, capacity that we sort of like, there's a real seriousness to it, but that doesn't align with their brand. Instead, they went with humour. Comedy of course, is always a winner. And it's a lighter approach. It's far more accessible and quite clearly plays well in the consumer space. So yeah, the great insight there is what is going to be the alignment between your chosen emotion and your brand, how do they work together? And there's some really great creative insights and inspiration here in the way that they've approached that dynamic. So I hope you took something out of the show, whether it was that or another one of her great ideas. That's it for this episode of The CMO show, brought to you by Impactnstitute in partnership with Adobe. See you next time.