Revolutionary Measures

The end of the creative professions?

The industrial revolution mechanised previously craft-based activities, and since then machines have become more and more involved in creating the world around us. But until a few years ago, this mechanisation didn’t affect those of us in the creative industries – after all, our imagination and skills couldn’t be replicated by a machine.

Best Wedding Photography Picture about Profess...

The internet has changed all of that. In some cases it has allowed computers to take on tasks that were previously only done by humans, by applying artificial intelligence and machine learning and breaking them into discrete tasks. You can now get computer-written journalism, which use algorithms to bring together data and organise it into a rudimentary article. In the US, stories about minor earthquake reports are now routinely created and published, based on information supplied by the US Geological Survey. It isn’t much of a stretch to see short sports reports written based on player data and profiles, avoiding the need to send a reporter out to lower league matches.

However the biggest threat or opportunity to the creative industries is that the internet and digital technology has broken down the barriers around previously specialist occupations. Take photography. In the past only professional photographers could afford the equipment needed to create (and manually develop) arresting images. Now, similar levels of performance are available in a smartphone, and PhotoShop can do the rest. News stories frequently use amateur shots from bystanders who happened to be in the right place at the right time, adding extra depth to articles. Design and PR are both equally affected. Anyone can set up as a web designer or copywriter, without necessarily needing to undergo lengthy training.

In many ways this is a good thing – the internet has democratised creative industries that were previously off limits to most of us and enables more people to share their thoughts, feelings and ideas. It uncovers real talents who never previously would have been spotted, whether that is musicians on YouTube or specialist bloggers with a passion for their subject. But what it also does is amateurise previously professional occupations. How can a portrait photographer compete on cost with a bloke and an iPhone? Again, a copywriter on eLance charges much less than a professional. And the overall effect is that there is more stuff out there (words, pictures, videos of cute cats), but quality is far more hit or miss.

Before people start complaining, as someone that makes a living through PR and copywriting I obviously do have a vested interest here. But that doesn’t mean I don’t welcome more competition and the chance for more people to be creative. Far from it. However businesses need to understand that you get what you pay for – in the same way that fixing your car yourself is inherently riskier than going to a garage (unless you are a mechanic), working with amateurs opens you up to potential issues. Do they have insurance if something goes wrong, do they understand copyright, are they using legal images on your new website? There are 101 questions that you need to be sure of, before handing over your money. And it can be pretty obvious when a website has been put together by the managing director’s teenage son or daughter. Businesses therefore need to strike a balance between democratisation and working with amateurs if they are to stand out in an increasingly crowded global market.

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April 16, 2014 Posted by | Marketing, Creative, PR | , , , , , , , , | 2 Comments

Virtual Reality – the new mobile?

Oculus Rift

Acquisitions by large companies can be a bit of a mystery, forcing people to ponder why they are spending their money on unrelated markets or technologies. Is it a stroke of brilliant foresight, PR by association or just bailing out a mate with an interesting idea?

Facebook’s purchase of virtual reality company Oculus VR is the latest purchase that has led to a lot of head scratching. How does the company’s immersive headset for video gaming fit into Mark Zuckerberg’s vision for the future of the social media giant? Will every Facebook user be issued with a headset so that they can see their friends and ‘like’ things in a virtual world?

Zuckerberg himself has said that he sees virtual reality as the next stage of computing, after mobile, and the company is planning to expand the use of Oculus technologies to include “communications, media and entertainment, education and other areas”. Some of the original KickStarter backers of Oculus, which initially raised £1.5m on the crowd funding site, are unhappy that they won’t see any of the $2bn purchase price, but their reaction seems to ignore the basic site premise of providing funding for zero equity.

Having been to a demonstration of virtual and augmented reality technology a few months ago, I think there are three main reasons that Facebook has shelled out for Oculus VR.

Firstly, bear in mind they are actually ‘only’ paying $400m in cash (the rest is in Facebook shares), so they are not betting the farm. And as an internet company that started with essentially one product, they have been diversifying rapidly into neighbouring markets, with the purchase of WhatsApp and Instagram. This mitigates the risk of having all your eggs in one basket and provides the chance to diversify and sell other things to your enormous user base. The perfect case in point is Google. While it began in search it now offers everything from mobile and desktop operating systems, robotic cars, smart thermostats and cloud-based office applications.  And that’s the stuff we know about. In an industry as fast-moving as the internet, clever companies realise that they can’t stand still – better to take a punt on a variety of new technologies, see what works and learn as you go.

In my opinion, the second reason is based more on a desire to be taken seriously. Google has Glass, Microsoft has Kinect and Amazon wants to deliver your parcels through drones. All bold statements that lift the company from being about mundane bits and bytes to being part of the real world. Facebook has a shedload of money and is essentially aiming to compete with its older, more established neighbours.

But the third reason, is that Zuckerberg might just be right and VR could be the next wave of computing. The fact is that companies, brands and marketers are continually trying to get closer to consumers, and bridge the gap between the digital world (where everything can be measured) and the messy, chaotic real world. From Google Glass headsets to augmented reality and even QR codes, companies want us to use our mobile devices to interact with brands. The businesses that manage to own this intersection will be extremely powerful gatekeepers, in the same way that Google is the start point for the vast majority of internet browsing or searches.

Time will tell whether Oculus becomes central to Facebook or withers away in a corner of the campus. It does mark a step change in Facebook’s growth, since, while the product is about virtual reality, the headset is a physical device, rather than an app or social media network. What it does show is that the Facebook of 10 years time will be radically different to the network we see today.

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April 9, 2014 Posted by | Creative, Social Media, Startup | , , , , , , , , , , , | Leave a comment

Stop the presses?

Since the rise of the internet, there have been plenty of people predicting the steady decline of mainstream journalism. As people consume more content online they are unwilling to pay either to buy newspapers or to access firewalled content, except for specialist titles such as the Financial Times or The Economist. The result? A huge drop in the number of journalists employed in the newspaper industry – in the US numbers have dropped from over 55,000 in 1990 to under 40,000 today.

2007 United Kingdom floods

However, we are actually consuming as much, if not more, news than ever before. Much of this is in different forms, such as via social media or through news videos. The latest Pew Research Centre State of the News Media report found that a third of Americans now watch news videos online, rising to half in the 18-29 demographic. There’s also been an explosion in the number of digital news firms, creating 5,000 US jobs.

What’s interesting is that these companies are evolving fast. Rather than simply competing with traditional news sources by rehashing stories (or putting out controversial click bait headlines in the case of sites like BuzzFeed), they are investing in original content. Star journalists are being poached from top newspapers, lured by the opportunity to write longer articles without daily deadlines and with greater editorial freedom. Part of this growth is financial – launching a credible digital news site is relatively cheap, around $5m in the US for example.

And the Pew report finds that consumers are getting more involved in the news. 7% of Americans have posted their own news video to a social network or established media outlet and half of social media users share or comment on articles.

The difficulty for traditional publications is two fold – they are still running a print newspaper which has huge fixed costs, while consumers are much less loyal. They’ll click on a link on social media, irrespective of (or not even knowing) its source and then, once they’ve read it, leave the site without necessarily checking out other stories. In the UK the picture is skewed by the credibility and power of the BBC, which has successfully embraced the digital world, helped by its guaranteed funding through the licence fee.

So, what can newspapers do to evolve and change? From what I can see they have five options:

1              Put up a paywall
Given that people spend money on newspapers, why shouldn’t they pay for online content? Hence the rise in paywalls. However with a fickle readership, getting people to commit requires content that they truly can’t get anywhere else, which in turn necessitates investment in journalism, or extras such as Premiership goals in the case of The Sun. It works when the content is original enough or the subscription deal is compelling. On the downside paywalled content is a lot more difficult to share socially, so the overall reach of the title drops as well.

2              Make a go of advertising
Sounds easy – write good stories and advertising will flood in, both in print and online. In theory yes, but we’re back to the fickle readership and the increased competition for advertising pounds. Only those publications that really differentiate themselves (such as the Daily Mail and The Guardian) have grown their online audience enough to deliver a strong advertising revenue. In the print world, the Evening Standard has been able to transition from a paid for to free model, but it has been helped by having an owner with deep pockets.

3              Find a sugar daddy
With newspapers suddenly cheap, there’s been a rush of billionaires investing in them, either as a vanity project, something more sinister or simply because they can turn them around. Jeff Bezos, founder of Amazon, bought the Washington Post, the Boston Globe is now owned by Liverpool FC owner John Henry and Warren Buffett has purchased a whole stable of titles. Even the aforementioned Evening Standard is owned by billionaire Evgeny Lebedev.

4              Become a brand
If you can build a strong reputation for content, you may be able to transform yourself into a global brand. That’s the aim of The Guardian, which has made its name around the world by breaking stories such as Edward Snowden’s revelations. At a more local level it explains the rush of local newspaper groups into local TV, enabling them to share resources and cross-promote.

5              Get someone to write it for you – for nothing
Blog-based sites such as Mashable and the Huffington Post started out without much in the way of original content, but built themselves on contributed blogs. They’ve now expanded to create many more of their own stories, but the model – attracting interesting, informed bloggers looking for the oxygen of publicity – still works equally well on other sites. Both sides benefit, so provided the content is good it adds to a site’s appeal.

Most newspapers have looked at all five of these ideas (some all at the same time), but with varying degrees of success. However, as the Pew report shows, journalism can flourish in the digital age – it just may not be appearing in traditional media outlets.

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April 2, 2014 Posted by | Creative, Marketing | , , , , , , , , , , , , , , | Leave a comment

Psychology and marketing – appealing to consumer needs

How do you persuade people to buy your product or service, particularly when there is an increasing number of demands on their time and wallets?

English: Maslow's hierarchy of needs. Resized,...

I’ve always been fascinated about how an understanding of human psychology can help marketers to change people’s behaviour. Whether it is nudging people to choose the ‘right’ option or appealing to the herd mind, there is a lot that marketers can learn from the social sciences.

One theorem that can help improve marketing is Maslow’s hierarchy of needs. Originally proposed by Abraham Maslow in 1943 it essentially ranks the varying needs of humans, from the basic to the most complex. The key point is that it is only when one level of requirements are met will humans then move onto the next one.

So at the bottom are physiological needs – breathing, food, water, sleep, excretion. Without these humans simply cannot function. So, if you are selling basic products, appeal to this need, but if what you offer is more complex or higher value, look further up the hierarchy.

Next is safety (security of body, employment, family, resources, health, property). We’ve all seen marketing/advertising campaigns that play to these needs, normally by warning of the dangers that a particular product or service guards against. Insurance is the perfect example.

The third layer of the hierarchy is love and belonging, covering friendship, family and sexual intimacy. This is where sex sells, and also products that deliver a sense of being part of a group. Remember the scene every week in Cheers, where Norm comes in and everyone greets him by name? That’s key to this layer. However too many brands attempt to generate a sense of belonging, but make it too corporate and intrusive, such as Starbucks’ attempt to call customers by their first name when they were buying their latte.

Above belonging is the esteem level (confidence, self-esteem, respect of others, achievement). All humans have a need to feel respected, and clever marketers exploit this by offering products that (they claim) will increase your confidence and earn the esteem of others. Buy our car/mobile phone/bank account and your world will be transformed.

So, what’s at the top of the pyramid? All the previous levels were seen by Maslow as deficiency needs and have to be not just met, but mastered, before humans can move onto self-actualisation. This is much more complex and varies from person to person, but is essentially about achieving your full potential. To do this they need accept themselves, happy in their judgement and have an efficient perception of reality.

On the face of it self-actualisers should be immune to marketing, as they can see through attempts to manipulate their thoughts or feelings. However those on the path to self-actualisation can be targeted with images that show successful people and intimate that they can only be achieved by buying particular products. Think American Express Black credit cards or most celebrity adverts – drink Nespresso and you can be George Clooney!

I’m not saying that the hierarchy of needs is the sole way of planning marketing campaigns or boosting sales. But understanding which level your product best appeals to is a good way of focusing your efforts and going beyond features to look at what the customer is looking for. And that can only lead to better targeted products that consumers actually want, after all.

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March 26, 2014 Posted by | Creative, Marketing | , , , , , , , , , | Leave a comment

Campus vs College – creating the best environment for ideas

Everyone understands that the bigger a company gets, the more difficult it is to create and nurture ideas. There are a number of reasons. The sheer size of the organisation mitigates against change – it is incredibly difficult to get everyone to understand a game-changing idea and align themselves behind it. You get a fragmented approach and the whole thing can get mired down in bureaucracy and finger-pointing.

Emmanuel College, Cambridge

Large organisations are inherently conservative, with people not wanting to rock the boat, while there is fierce rivalry between different divisions/departments which can lead to ideas being squashed if they seem to tread on someone else’s turf. There’s also a fine line between a strong company culture and having too inward looking a focus. Even successful companies such as Facebook have been accused of a lack of perspective – because they solely use (and love) their own products they assume they everyone else believes they are equally awesome. Step outside the organisation and your obsession is just a minor part of the lives of your customers.

The good news is that the majority of organisations do understand the need for a stream of fresh ideas. After all, the world today is dominated by companies such as Google, Facebook and Amazon that either didn’t exist twenty years ago, or were considerably smaller. Competition in every market is increasing and no-one wants to go the way of Nokia or Woolworths.

So how do you align your company to create the best forum to create ongoing ideas? I’m no management consultant, but I’ve seen a few attempts over the last twenty years and it boils down to three broad types:

1              Innovation silos
In many industries (such as pharmaceuticals), where innovation relies on expensive capital equipment it makes sense to create separate, concentrated, research labs. These have the intellectual muscle and resources but can suffer from their sheer size and distance from the business. They can then hit the same problems as any other big organisation, with divisional rivalry and static corporate culture. Alternatively businesses have focused innovation in standalone business units – either skunkworks operations that are locked away from the rest of the organisation, incubators that support promising ideas at arms length or even smaller companies that have been bought and are run as ideas factories. All of these can work, provided management stay true to their word not to meddle or demand fast results, but there’s still no connection with the wider business and its needs.

2              The campus
You break up your monolithic organisation into a campus style environment, with different divisions occupying their own buildings, but close together. Splitting into smaller teams is good for creativity, and you get the economies of scale of having everyone on a single, but large, site. However the ability to cross-pollenate between groups can be limited – unless you happen to bump into someone over lunch you might be completely in the dark about what other sections of the company are working on.

3              The college
What I think is really interesting about the campus model is that it deliberately mimics the university campus structure. While this makes for a good working environment, it doesn’t help spread ideas. So I think companies need to look at a more collegiate model, similar to that of universities like Cambridge. You have two allegiances/bases – your division (essentially your college) and your actual project (your faculty). So you get the chance to mix with people from other divisions and collaborate on joint projects. Some people may find it disorienting, but if projects are scheduled to last 2-3 years the goal is never that far away.

Innovation is vital in every industry, and the size and structure depends on the sector and the market each company operates in. But I think it is time for more organisations to look at the college structure if they want to nurture and develop a stream of ideas that take their business forward over the long term.

 

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March 19, 2014 Posted by | Cambridge, Creative, Startup | , , , , , , , , , , , | Leave a comment

Not the Internet of Fridges

There’s nothing as embarrassing as a politician trying to explain complex technology and completely missing the point. And as IT is increasingly seen as ‘cool’ and therefore something they want to be associated with, you can see a growing number of our elected leaders showing their ignorance in public. Following George Osborne’s cringeworthy appearance in the Year of Code video, and David Cameron’s attempted hijacking of Silicon Roundabout, the PM is at it again.

Defunct refrigerators on curb with decorations...

Speaking at CeBIT in Germany this week Cameron started off well, lauding the potential of the Internet of Things, praising the innovation of UK companies such as ARM and Neul, talking about Anglo-German co-operation and doubling funding for the area. But then what example did he trot out to show what it means to the general public? That our fridges can talk to each other, and order a pint of milk when we’re running low. Hardly a New Industrial Revolution.

The internet enabled fridge has been around as long as I’ve been in PR (nearly 20 years) and despite regular press appearances (and some actual products), it has failed to take off. Primarily because it is a stupid idea. Most of us (apart from one of my old housemates), can see when they are running low on food/milk and visit the shops accordingly. If not, are supermarkets expected to drop everything and rush you a single pint of semi-skimmed because your fridge told them to? Hardly economically viable. And what happens if you bought something and didn’t like it – will your fridge keep ordering more until your house is full of Dairylea cheese triangles? How will privacy be managed? Will the device send your eating habits direct to FMCG companies, like a giant ClubCard? What about security?

Poking fun at ill-advised politicians is easy, but the danger with the fridge fixation is it masks the real benefits of the Internet of Things and paints the wrong picture to the general population. We are talking about the ability to monitor our health, reduce the need for hospital stays as patients can be treated in their own homes, better manage our energy use, save us money and create smart cities that share information to make our travel and lives easier and more fulfilling. It is probably true to say that the real innovations of the Internet of Things haven’t even been thought of yet – but will develop on the platform once it becomes prevalent.

Due to the combination of the UK’s existing strengths in low power chip design, Bluetooth, availability of radio spectrum and the efforts of pioneers in the smart home space, there is a real chance that the country (and Cambridge) can become a major player in the Internet of Things. And given that the sector is expected to be worth £8.7 trillion globally when it hits maturity (according to Cisco), it is definitely the right market to target.

To succeed, UK companies need support, a well-defined technology plan that maximises investment in the right areas and a long term vision, rather than lazy examples of machines that no-one wants that will put people off the entire concept, raise potential privacy concerns and stifle acceptance. Install an internet-enabled fridge in Number 10 by all means, but do a better job of explaining the bigger benefits to the wider population if you want the Internet of Things to really take off.

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March 12, 2014 Posted by | Cambridge, PR, Startup | Leave a comment

Beacons – the next big thing or a blinking nuisance?

I’ve talked before about the new ways marketers are trying to engage with consumers. This ranges from QR codes to augmented reality and relies on using the one device we always have with us – the smartphone. Being able to pinpoint exactly where someone is, for example the specific aisle of a shop, means they can serve up relevant marketing material that could turn a browser into a buyer. It is no wonder that the likes of Apple and Google are investing in technology that can help make indoor mapping more granular and detailed.

nerd candy. some iBeacons have arrived

The latest technology to be touted to drive engagement is the beacon. Essentially a small, low cost, Bluetooth-enabled box that can be quickly fitted inside a building, it enables companies to send messages to suitably equipped smartphones in the near vicinity. As beacon technology is built into the latest Apple products, there are already over 200 million iOS devices out there that can act as both receivers and transmitters.

The possibilities are getting marketers, particularly in the US, extremely excited. Companies can automatically send relevant offers if you are in particular areas of a shop, such as in front of their products (or, if you’re being sneaky, in front of your rivals’ products). Airports or train stations could send automatic updates on delays or gate/platforms changes. Beacons can be used to measure dwell time in specific areas and provide offers of help. William Hill is planning to use beacons to send in-app betting messages at the forthcoming Cheltenham Festival, while outdoor advertising companies are looking at how it can drive engagement with adverts. Mobile phone networks EE, O2 and Vodafone have invested to create a joint ventureWeve, to target the space, with Eat trialling their technology. The reason for the interest is that essentially beacons promise the same digital tracking possibilities as online, but in the physical world.

However there are a still a couple of elephants in the room when it comes to mass market adoption. Consumers need to switch on Bluetooth, download an app, enable location services for the app and opt-in to receive notifications. So, even though iPhones now come with Bluetooth on as standard you still need to jump through a lot of hoops to be beacon ready.

And then there’s privacy. Perhaps you don’t want marketers to know whereabouts in the shop you were loitering or what you are buying at a detailed level. As the success of social media and loyalty cards have shown, people are willing to give up some of their privacy in return for a better experience and targeted offers, but none of these are as instant and real-world as beacons zapping a message straight onto your screen in real-time. At the moment all the advantages seem to be skewed towards retailers, with very little concrete benefit for consumers that will make them want to go through the rigmarole of making their phones ‘beaconable’.

At a time when consumers are just about getting their heads round paying for things by swiping cards rather than laboriously typing their PIN, I think beacons have a big job ahead to accelerate consumer adoption. The whole process needs to be made seamless and simple, with a focus on the benefits, rather than looking like another way to invade privacy and sell you more stuff. Only then will beacons deliver the insight that marketers and businesses are looking for.

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March 5, 2014 Posted by | Creative, Marketing | , , , , , , , , , , , , , , , , , | Leave a comment

Generating a network effect – why WhatsApp is worth $19 billion

As I’ve said before, the technical side of creating a new social network is relatively easy – and nowadays with cloud computing you have fast, cost-effective access to the resources you need to scale it in line with demand.

Diagram showing the network effect in a few si...

But how do you create the demand – for your social network or any other service in today’s complex and fast-moving world? Essentially you rely on the network effect – the fact that the more people use a service, the more valuable it becomes to each user. A classic example is the telephone. If one person is connected, it is worthless, but add more users and the positive effects increase dramatically – you actually have someone to call. It can also drive lock-in – if 80% of businesses use Microsoft Office there are compatibility issues for those that don’t, but who want to share documents with them.

Social networks are a classic example of the network effect in action – the bigger Facebook gets, the more people are on it who you know and supposedly want to communicate with. WhatsApp is another. It has built a base of 450 million users – 70% of whom are active on a daily basis. And as it allows free texts to be sent between users (and doesn’t cost to join for the first year), why wouldn’t you sign up to message your friends? No wonder it is predicted to hit the billion user mark in the relatively near future.

So how do you create the network effect and catapult your startup into the $19 billion bracket? There are six things I think are necessary

1              Word of Mouth
Obviously people have to know about your network or service, but traditional PR and marketing can only take you so far. What you need is people to recommend it to their friends, so start by researching and targeting the nodes of networks (i.e. those with lots of connections). If they join then their followers will as well. Approach these people and maybe even make them brand ambassadors to get them onside.

2              It has to be different
In open markets there is no point trying to simply copy what is already out there – if people are already using a service, the alternative has to be different or substantially better, if they are going to join. What issues/problems do people have that you can solve? In the case of WhatsApp it is removing the cost of sending text messages, so there is a clear advantage of moving to the service.

3              Make it easy to use (and free)
An obvious one, but if people log on and have to navigate through a maze of functions when they join, they are going to be put off. From registration to ongoing use, make things simple for people. And you have to understand and appeal to a mainstream audience – test it out on real people, rather than early adopters and fellow geeks. An intuitive user experience and comprehensive online support, including video and how to guides are a must if you are to grow. Put it where people will use it – on their mobile devices as well as PCs. And the basic package has to be free if you want to recruit major numbers of people.

4              Make it compelling
Just getting people to join is the easy part – network effect relies on them actively using the service. LinkedIn had this problem a few years back. Everyone had joined, but no-one was logging on, unless they were actively looking for a job. It changed this by adding in compelling content that aims to drive you back to the site – from the thoughts of business leaders to seeing what your peers are doing. You need to create reasons that drive people back to your site on a daily or even more frequent basis if you are going to build a solid user base. 

5              Think global from the start
When it comes to tech and the web, you need to think global. Does your proposition work in Delhi as well as Derby? The wider the target market, the bigger the potential user base, provided you make it appealing to a worldwide audience. Even if your site is initially just in English, the user experience has to be understandable by non-native speakers. As things grow you should quickly add other languages, dependent on demand.

6              Keep evolving
Nothing stands still – since its acquisition, CEO Jan Koum has announced that WhatsApp will offer voice calls on its platform, putting it in direct competition with Skype and traditional telecoms companies. You need to add new services and functions to both keep momentum going, ensure users return regularly and to recruit new ones.

The success of WhatsApp demonstrates it is less about the technology, and more about generating network effect if you want to attract a lucrative exit. Is it worth $19 billion? If it can continue its growth, introduce new paying services and bolster Facebook’s own platform it might just be.

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February 26, 2014 Posted by | Marketing, PR, Social Media, Startup | , , , , , , , , , | Leave a comment

The Year of Code – switch it off and on again

I’m a passionate believer in getting more people to learn to code. Like a lot of those my age I grew up with a ZX Spectrum and learned basic programming on a BBC Computer at school. Not only did it reap benefits then (my horse racing game was a triumph, albeit not a financial one), but it gave me an idea of how computers worked that removed any fear of them when I went into the workplace.

English: Sinclair 48K ZX Spectrum computer (19...

And, as my career in PR has progressed, more and more of what I do has a technical element to it – whether that is getting a WordPress site up and running or stitching together data from different tools to measure the impact of campaigns. Not understanding technology or being unable to use it would significantly impact my productivity and my overall job prospects.

When I look back, comparing my childhood to now, the world has changed dramatically. On the plus side we’re now in an era where geekiness is cool and entrepreneurs are celebrated for their ideas. But the opportunities we have to code have been lessened – rather than ZX Spectrums we have gaming consoles that cannot be programmed, except by studios with multi-million pound budgets. Yes, we have the iOS and Android ecosystems where anyone can create an app, but the majority of us are consumers, not programmers.

Clearly there’s a need for change, and initiatives such as the Raspberry Pi and the inclusion of coding in the National Curriculum from September are helping accelerate this. However the fiasco that is the government-backed Year of Code project is an unwelcome bump in the road to the future. For those that haven’t heard of it, the Year of Code is supposed to be an umbrella organisation to encourage everyone to learn to code in 2014.

Unfortunately so far it appears to be a PR-led initiative to muscle in on the work that is already being done. Backed by venture capitalists, and the TechCity community, its main claim to fame is the ill-fated appearance of its executive director Lottie Dexter on Newsnight, where she earned the ire of Jeremy Paxman by admitting that she didn’t actually know how to code. More importantly it appears to have alienated many people who have been working in the space for years by simply not recognising what has already been done.

And, judging by its website, apart from a promotional film (warning – contains footage of George Osborne) and a commitment to “banging the drum for all the fantastic coding initiatives taking place over the course of year and helping many more people engage with technology and access important training opportunities,” it isn’t actually going to do much that is concrete. Essentially it is PR spin on a serious subject, trying to take the lead in the same way as the government has decreed that TechCity is the only viable tech cluster in the UK. It is jumping on a bandwagon and trying to take the reins from those that know what they are doing.

Coding is essential to our competiveness and the future of our children – it is simply too important to be left to a slick marketing machine that is imposed from the top down. Time for the Year of Code to be switched off and then on again to remove the bugs from the system.

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February 19, 2014 Posted by | PR, Startup | , , , , , , , , , , , , , , , | Leave a comment

Lego – the marketing

English: A 2x4 red plastic brick like a Lego b...

Everyone loves Lego – except of course when you tread on a brick with your bare feet or cannot see the living room floor for brightly coloured ‘creations’. So it is a bit of a surprise that we’re only just seeing the first full-length Lego movie (imaginatively titled The Lego Movie) hitting UK cinemas now. We’ve already had short Lego films, pastiches of other films (my personal favourite is the Camelot song from Monty Python’s Quest for the Holy Grail) and innumerable video games.

As a parent of Lego-age children I’m sure I’ll be visiting the cinema to see it this half term, but what has really impressed me is the marketing around the film. As well as the traditional online, cinema and print ads, Warner Brothers have looked further afield. For example, the whole of one ad break in Dancing on Ice was made up of traditional adverts, re-shot entirely using Lego characters and bricks. From BT to Travelodge, it didn’t really matter how good the original ads were – the Lego ones were a whole lot better.

It didn’t end there – the Culture Show ran a special programme on the impact of Lego on architecture and even David Beckham got in on the act, claiming that building with the stuff calms him down and that he’d just finished a 1,000 brick model of Tower Bridge. VIP tickets for David and his kids must be in the post. At one point I even expected a Lego character to turn up as Top Gear’s Star in a Reasonably Priced Car (or the Stig to remove his helmet to reveal a yellow, brick-like face.)

And this has been backed up by a very active social media strategy, dating back a number of months. This sends you to a website where you can create your own mini figure which you can turn into a poster, icon or wallpaper.

Of course, Lego the Movie (and indeed the overall brand) has a big advantage over a lot of its competitors. It is intrinsically linked to pretty much everyone’s childhoods, and the urge to create is something that most of us don’t grow out of. However the company has used its strengths and extended itself very naturally to the film and online spaces (witness its CUUSOO site where the community votes on potential new models). Consequently people have flocked to the movie and a sequel is already in the works.

We can’t all have the brand power of Lego, but brand marketers and startups alike can learn a lot from how the company operates. It is open, friendly and inclusive, great at customer service and most importantly, doesn’t rest on its laurels. There is always new stuff coming out – from electronics-based Mindstorms to more traditional models. Children and adults love the Lego experience and have an emotional connection with the brand that grows over time. You don’t really grow out of it. Look at your own company – how can you build your own little bit of Lego into the DNA? Minus the painful standing on a brick, obviously.

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February 12, 2014 Posted by | Creative, Marketing, Social Media | , , , , , , , , , , | Leave a comment

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